Course ID: MGT490

autumn 2015
Report on: Situation Analysis of Telecommunication Industry: Robi
Submitted To: Mohammad A. Arafat
(Sr. Lecturer)
Submitted By:
Name-ID
Fatima Amatun Rob - 1321033

1|Page

Introduction
People use many ways to communicate with each other from when human getting to be civilized
and day by day the ways of communication were updated. New innovation and demand makes
the people to do it. Those innovations were done by some gifted human beings for the well being
of human society. Telephone was one of these inventions that changed the way of
communication.
By changing of the Telephone era now we get Mobile phone as a new invention. Now a days
people facing like hack if a day they have without mobile phone. During the last decade,
telecommunication sector has grown up as one of the most competitive sector in the business
world. Mobile phones are spreading ubiquitously across the planet The power of telephony is
forging a new enterprise culture, from banking to agriculture to healthcare. The opportunities that
lie in the telecom industry seem endless and lucrative due to the continuous innovation and
growing demand for mobile-telephony.
An electronic telecommunications device often referred to as a cellular phone or cellphone or
mobile phone. Mobile phones connect to a wireless communications network through radio wave
or satellite transmissions. Most mobile phones provide voice communications, Short Message
Service (SMS), Multimedia Message Service (MMS), and newer phones may also
provide Internet services such as Web browsing and e-mail. Mobile phones are playing a great
role in telecommunication. Nowadays mobile phones have become an indispensable part of
Bangladeshi's everyday-life and we never want to leave this device at home while we head for
our work. about 3.5 billion subscribers and users worldwide, mobile phones have out-diffused
virtually every prior technology, including bicycles, radios, television (TV) sets, wallets, wire
line phones, and wristwatches, and have done so in twenty-five years (Kalba, 2008).

Despite being one of the poorest, most densely populated, least developed countries in the world,
Bangladesh has discovered a way to grow its telecommunications sector. Against the odds, this
nation of more than 160 million people and comparatively low GDP has been involved in the
creation of a highly competitive mobile market. Most noticeable has been the willingness to
encourage foreign participation in this endeavor. Following a number of years of strong growth,
starting from a very low base, mobile telephone penetration was approaching the 30% milestone
in early 2009.

2|Page

Telecom Industry In Bangladesh

Bangladesh is the first South Asian country to adopt cellular technology back in 1993 by
introducing Advanced Mobile Phone System (AMPS). In fact, the liberalization of Bangladeshs
telecommunications sector began back in 1989 but it took several years to launch the services. In
1996 the then government awarded three GSM licenses aimed at breaking the monopoly and
making the cellular technology affordable to the general masses .Since then the country's cellular
industry never looked back, now it has turned into the largest infrastructure provider within
telecom sector and has created new opportunities by generating employment, facilitating
education and health services for common people.
The government is encouraging private sector to invest more in the industry as they think that the
industry is playing a vital role in developing the socio-economic structure of the country. The
government has taken several attempts in order to ensure it. Giving private sector the license for
fixed line telephone is one of those attempts. Many foreign telecom operators are coming to
Bangladesh to explore the potentiality of the technology. Some interested international telecom
operators who want to start a business in Bangladesh are UK-based Orange Telecom, South
Korean SK Telecom and UAEs Etisalat etc.
Mobile Operators in Bangladesh: Bangladesh has a huge potential in telecom sector in the
country and has attracted the foreign telecom operators. At present there are six mobile
companies who are operating their business and services in a competitive environment. The
names of the mobile companies are the following:
1. Grameenphone Ltd (GP).
2. Orascom Telecom Bangladesh Ltd (Banglalink).
3. Axiata Bangladesh Ltd (Robi).
4. Airtel Bangladesh Ltd (Airtel).
5. Pacific Bangladesh Telecom Ltd (Citycell).
6. Teletalk Bangladesh Ltd (Teletalk).
The mobile companies of Bangladesh are increasing their business day by day, as a result the
users interest on using mobile is upgrading significantly. At present there are 54.6 million users
in Bangladesh.

3|Page

Purpose of the Study:

The study on Situation Analysis of Telecommunication Industry: is intended to get knowledge
about external or macro-environment and internal or microenvironment of Robi.

Limitation of the Study:

1.
2.
3.
4.
5.

Shortage of time is limitation, which made the research a bit flaw.

The company does not have sufficient source of secondary data.
Analyzing annual financial data is much more confusing and complicated
Restriction and Access limitations.
Covers only Head Office.

Methodology:
The choice of methodological approach depends upon the nature of the investigation to be
carried out, its purpose and scope. Some reliable sources are considered for the secondary
information. Some of them are; Bangladesh Telecommunication Regulatory Commission BTRC
web page, official web page and the latest annual report of Grameenphone, Banglalink, Airtel
and Teletalk and company web pages. Some information also has been collected from published
online articles regarding Bangladesh Telecom Industries and Internet version of Local news
paper.

About Robi
4|Page

Robi,

the

most

dynamic

and

rapidly-growing

telecommunications

operator

in

Bangladesh, is developing its services to meet increasing customer needs - ranging

from voice and high speed Internet services to tailor-made telecommunications
solutions. Robi is a joint venture company between Axiata Group Berhad of Malaysia
and NTT DoCoMo Inc. of Japan. It commenced operation in 1997 as Telekom Malaysia
International (Bangladesh) with the brand name Aktel. In 2010 the company was
rebranded to Robi and the company changed its name to Robi Axiata Limited.

Robi draws from the international expertise of Axiata and NTT DoCoMo Inc. Services
support 2G and 3.5G voice, CAMEL Phase II & III and 3.5G Data/GPRS/EDGE service
with high speed internet connectivity. Its GSM service is based on a robust network
architecture and cutting edge technology. The company has the widest International
Roaming coverage in Bangladesh connecting 600 operators across more than 200
countries. Robis customer centric solution includes value added services (VAS), quality
customer care, digital network security and flexible tariffs.

Since its inception in 1996, Axiata Group and its predecessor Telekom Malaysia has
invested around BDT 11,000 crore in the form of equity till 2012. Moreover the
company has contributed almost BDT 10,000 crore to the Bangladesh Exchequer in the
same period.

As a subsidiary of Axiata Berhad Malaysia , Robi draws on leading edge technology to

provide its service in Bangladesh, covering almost 100% of the population, Robi is
committed to provide best data and voice quality and will continue to ensure that its
customers are able to enjoy the best experience through leading edge technology and
innovative products and services.

5|Page

Companys Vision
"Robi aims to achieve its vision thorough being one not only in terms of market share,
but also by being an employer of choice with up to date knowledge and products geared
to address the ever changing needs of our budding nation."

Companys Mission
"To be a leader as a Telecommunication Service provider in Bangladesh."

Companys Objectives
Robi has been established to provide high-quality GSM cellular service at affordable
prices. Robi has a dual purpose:
To receive an economic return on its investment
To contribute to the economic development of Bangladesh where telecommunications
can play a critical role

6|Page

Situation Analysis:
Two considerations:
1.

Companys external or macro-environment

Industry and competitive conditions
2. Companys internal or micro-environment
Competencies, capabilities, resource strengths and weaknesses, and competitiveness

External or Macro-Environment Analysis:

For that analysis we have to assess that industry & competitive conditions:
1. Industrys dominant economic traits
2. Nature of competition & strength of competitive forces
3. Drivers of industry change
4. Competitive position of rivals
5. Strategic moves of rivals
6. Key success factors
7. Conclusions about industry attractiveness

7|Page

Now we are going fulfill that conditions by answering 7 question what basis on this above
conditions.

Question No.1: What are the Industrys Dominant

Economic Traits?
Economic Feature

Market Size and Growth

Rate

Analysis

60 billion dollar industry

Current growth rate is .7%

Maturation phase of the industry life cycle because

the number of competitors is stable, market growth
is low, profits are high, market size is the largest to
date and investment in the industry is also stable

Three firms in the industry account for

approximately 90% of the market share, yet there
are over 100 firms total

The geographical area over which companies in this

industry compete is on a global scale but this report
is focusing on only the United States portion of the
industry

Market demand is very fragmented among buyers

as brand loyalty is very strong in the industry.

Recently however, due to inflation and the rising

cost of goods, brand loyalty has decreased

Number of Rivals/ Scope

of Competitive Rivalry

Number of Buyers

8|Page

somewhat and price is now the main factor in some

buyers preference

Products are becoming more and more

differentiated as there are a number of new soft
drinks hitting the market each and every day

Differentiation is key for a firm to maximize their

revenue due to customer trends and tastes always
changing and the firms need to create new products
and flavors to keep up with customers needs

The industry is not entirely characterized by rapid

product innovation and short product life cycles but
it is very common to see both occurring rather often

The most profitable soft drinks do not have short

product life cycles as they have been around for
years

Some new beverages however do experience short

product life cycles as they can be introduced to the
market and not be received well and need to be
taken off the shelf

Companies must use R&D to discover what

products other firms are putting out as well as when
opportunities for a product will arise

New products must be developed to compliment

the steady products, and also keep up with the
always changing customer preferences

Next generation soft drinks have begun to come

out in forms such as energy drinks or energy shots

These products have been gaining popularity since

they were introduced but it is still difficult for them

Product Differentiation

Product Innovation

9|Page

to be as profitable as the 3 dominate firms in the

industry

Demand Supply Conditions

Pace of Technological
Change

10 | P a g e

The amount of companies in the industry creates

competition amongst members.

Companies have to stay similar on product price in

order to keep market share

The industry is not overcrowded because all the

competitors are still able to make profit

The technology in this industry is always changing

Companies are constantly coming up with new

ways to manufacture, deliver, and sell their product

The plants are now able to produce more products

in less time which allows the companies to sell
more and make more of a profit

If a company falls behind and is no able to keep up

with the demand from customers they will lose
market share.

 Question 2: What Is Competition Like and How

Strong Are the Competitive Forces?
BARGAINING POWER OF BUYERS:
There is a low switching costs between operators because of there are six mobile telecom
operators in Bangladesh and they offer almost homogenous services for that provided buyers
with extremely high bargaining power. The bargaining power of buyers in this industry is very
durable, with the exception of remote-area customers who have no alternative network available
in their vicinity.

BARGAINING POWER OF SUPPLIERS :

All companies are multinational company in this industry without Teletalk. All company has the
opportunity for get their equipment from all over the globe. The brand name and strategic
importance of the supplies as well as the size of the Company on which the bargaining power of
suppliers in the mobile industry varies depend, such as Ericsson and Nokia Siemens in the
mobile telecom machinery industry is that type of suppliers who enjoy strong power in the
industry.

INDUSTRY SUBSTITUTES :
It is a high-tech industry and the factor, which can substitute that have to be so much strong
related to highly innovative .So that the threat from substitutes is weak in Bangladesh.

THREAT OF NEW ENTRANTS :

Mobile telecom is a huge investment capital in Bangladesh, which makes the barrier to the new
entrants. Grameenphone (GP), Banglalink, Robi, Airtel, Citycell and Teletalk have created
significant brand positioning and economies of scale in network coverage- which also act as
entry barrier. Government rules and regulations- like imposition of huge tax on SIM card, strong

11 | P a g e

tariff control by the authority, can also create difficulties to entrants. Hence it seems that the
threats of new entrants in mobile industry are moderate to weak.

RIVALRY AMONG COMPETITORS:

The six operators in mobile industry are facing a price battle. Robi made their position in high,
which differentiate them from others. Everyone is trying to increase their share value by giving
many types facilities to their customers. The competition has driven the industry's average
revenue per share to a very low level. Considering the intensity of the competition - the rivalry
among existing competitors is very high.
From the five forces analysis we can say the mobile telecom industry in Bangladesh is
moderately ideal with great growth potential.

Question 3: What Forces Are at Work to Change

Industry Conditions?
Some of driving forces are strongly related, responsible and work to change industry condition.
From our analysis it is clear to us that some potential changes are needed for better industrial
condition. Now we will elaborately discuss some major forces that work to change industry
condition.

INCREASING GLOBALIZATION OF INDUSTRY:

Globalization is a key factor in the business world today. Robi also follow the proper method of
globalization of industry. They also researched and identified cheaper better and perfect location
for establishing network technology such as tower, areas. Where labor staffs are available in
cheaper rate (salary) for industry. All of these became possible only for globalization of industry.

INDUSTRY SUBSTITUTES :
Availability of greater substitutes creates additional competition forcing industry members to
drop prices. In case of Bangladesh mobile telecom industry, substitutes exist in the form of
government land lines and some upcoming PSTN operators. Some additional substitutes include
wireless Internet providers such as WiMax based companies, Bangla Lion and Augere, which has

12 | P a g e

been desperately marketing its brand Qubee since its entry to the market. However, it is safe to
say that no direct, competitive substitutes exist at the present moment that can pose a threat to the
industry.

BARRIERS TO ENTRY:
While entering in a market, it is important to assess the barriers that could create hindrances
during entry. Low entry barriers create competition and vice versa, high competition creates low
entry barriers. Companys economy of scale (the capability of entering with large scale
investment) can ease some entry barriers. Existing companies that have created significant brand
positioning or have tied up relationships with suppliers and distributors can create barriers to
newcomers. Government rules and regulations can also create difficulties to entrants. In the
Bangladesh telecom industry, high competition has created opportunities for new entrants.
Together with high demand from subscribers, Bangladesh is seemingly a great prospect for new
entrants. However, as mentioned before, since licenses must be acquired from BTRC, and BTRC
reserves the right to issue licenses when and to whom they see fit, entry is relatively restricted at
the moment on the government regulatory fronts.

TECHNOLOGICAL CHANGE:
Technological factors can lower barriers to entry, reduce minimum efficient production levels,
and influence outsourcing decisions. Technological factors include R&D activity, automation,
technology incentives, and rate of technological change. Sadly Bangladesh does not have an
infrastructure that allows for research and development of large scale. However, recent drives to
automate day to day activities have been taken by a majority of telecom companies, most notable
by Robi with their new corporate headquarters that reportedly runs on its own power supply and
is fully automated (including doors, lights etc.).

MARKETING PERSPECTIVES (7 PS):

The marketing mix of the industry can be broken down into the 7 Ps of marketing. These are
the parameters that the marketing manager can control, subject o the internal and external
constraints of the marketing environment in order to make decisions focusing on the customers
in the target market in order to create perceived value and generate positive response.

13 | P a g e

Product:
1. Continuousimprovementofquality
2. Repositioningofproductstodifferenttargetmarkets
3. AlwaysbrandingRobiwithallpackageswithaGSMservice

Price:
1. Necessarychangesintariffstructure,andchangesintermsandconditions.
2. Penetrationpricinginthefaceofcompetition.
3. Skimmingpolicypossible.

Promotion:
1.
2.
3.
4.

Brochureswithnecessaryinfo.
Pressads.
TVCs.
Billboards.

Place:
1. Makeeffectiveuseofdistribution.
2. Makeproductservicedeliverysystemmoreeffectiveandlesstimeconsuming.
3. Widerdistributionnetworktomakeservicemoreaccessible.

14 | P a g e

People:
Consumersmakejudgmentsanddeliverperceptionsoftheservicebasedontheemployeesthey
interact with. Staff should have the appropriate interpersonal skills, attitude, and service
knowledgetoprovidetheservicethatconsumersarepayingfor.Robicontinuestoinvestin
humancapitalandempowermentofemployeesandhascontinuouslytrainedanddevelopedits
employees for enhancing their competencies and leadership qualities. As a result Robi
recognizedasnumberoneemployeebrandinthecountry

Process:
Referstothesystemsusedtoassisttheorganizationindeliveringtheservice.Servicedelivery
process of Robi is very fast. A consumer can get a connection easily by simply providing
necessaryinformation,priceandvoterID cardtoanyotherretailertogetserviceinstantly.
Prepaid connections activated instantly, but postpaid connections requires 24 hour for
activation.Evensubscribersgetveryfastcustomerservicethroughhotlinenumber.

Physical Evidences:
PhysicalEvidenceistheelementoftheservicemixeswhichallowstheconsumeragaintomake
judgmentsontheorganization.DecorationofRobiShebaPoint,companywebsite,thelogo,and
packagingofconnections,businesscardsandgiftitemsaremaintainedtopqualitysoconsumer
alwaysmakespositivejudgmentsaboutRobi.

Question 4: Which Companies are in Strongest / Weakest

Level Of Competition:

Close Competitors:
1)
2)
3)
4)

GrameenPhone
Banglalink
Airtel
Teletalk

Distance Compactors:
1) Dhaka Phone
2) Citycell
3) Rankstel

15 | P a g e

4) Peoples Telecom

Question 5: What are the Key Factors for Competitive Success?

KEY SUCCESS FACTORS OF ROBI:

In an industry like telecommunication in Bangladesh, competitors analysis is an important
factor. To analyze the industry competitors there should be specific determination of Key
Success Factors (KSFs). These KSFs will help to determine which competitor is more attacking
and having the competitive power. Some of the key success factors of Robis areNETWORK COVERAGE:
Robi aims to build a full range of service all over the country. The company has targeted to build
extensive network all over the country. For better coverage, Robi has taken 1600 Km fiber optic

16 | P a g e

cable network leased from Bangladesh Railway. In April 2004, Robi had 750 base stations. Now
till May05, it has 1750 base stations. Furthermore, considering the subscribers need of quality
network and extensive coverage, the company is planning to set up another thousand base
stations in the following year. Recently Robi has doubled its speech quality 900GSM MHz to
1800 GSm MHz. Already the company has expanded its network to 61 districts out of 64
districts and 400 upazilas out of 460 upazillas. It is the only company, which covers the

most of the land areas with its network. Robis network covers approximately 52% land
area. In over all, Robi offers the most competitive network facility to its subscribers, and
continue improving it. Existing coverage areas are divided into seven zones according to
the divisional boundary. These are
Dhaka
Sylhet
Chittagong
Rajshahi
Khulna
Barisal

CUSTOMER SERVICE:
Robi has always been committed to provide quality after-sales service to its customers. It
was the first company to setup a 24-hour Call Center in the country in 1999.In order to
make customer service more easily accessible, the Robi customer service desk concept
was developed in 2005. There are now more than 600 Robi Customer Service desks in
operation around the country. These service desks have remarkably reduced travel time
for customers from as much as eight hours to a maximum of one hour for any after- sales
service. The flagship Robi Centers were also launched last year to provide a "one-stop
solution" for all customers.The centers are designed to increase customer satisfaction byi
ntegrating all sales and after-sales services in an open, friendly and comfortable
environment. Presently, there are 80 Robi Centers in operation around the country.
VALUE ADDED SERVICE:
Robi also offers different value added services including SMS, MMS, Welcome Tunes (Ring
back Tones), Voice SMS, SMS Push-Pull Service, Voice Mail Service (VMS), and Fax and Data
among others. Robi was the first mobile operator in Bangladesh to offer EDGE services to its
subscribers.

17 | P a g e

MARKETING & PROMOTION:

Promotion is communicating information between seller & buyer to change attitudes and
behavior. But at present the Robi Company does not take care about promotion activities.
Because the demand is higher than their networking capacity.
They do not advertising on T.V through they advertised previously. But they advertising on
newspaper, sign board, neon sign. Besides this, they become sponsor at the cricket match
between West Indies and Bangladesh in October, 2000 and April in 2003. And they supplied
Lego for the players.

INNOVATIVE PRODUCTS & SERVICES:

Innovation has been one of the key success factors of Robi since its inception. The year
2006 was also another year of innovation and refreshment for Robi. A number of new
products and services were launched during the year. Robi refreshed its brand identity
and also simplified its main prepaid and post paid products. Business solution being the
first segmented product for the business community has been a clear demonstration of
Robis effort to cater to the specialized needs of customers.

Question No 6: Is the Industry Attractive or

Unattractive and Why?
Form the general environment we can identify many unexploited opportunities. New and
existing companies can be benefited from the huge population of the country- around 40% of the
population yet to be connected through mobile phone services, buying habits as well as talking
habits of the people, availability of cheap skilled workers, trust & dependence on foreign
companies & products, relatively flexible regulations, advancement in ICTs & government
patronization for foreign investment in ICTs, development of Hi-Tech park, opportunities for
Value Added Services and diversified products, Internet penetration is one of the lowest and
there is a vast demand for high speed internet, and last but not the least the country is eagerly
waiting for 3G technology.. There are already six giant companies trying to find their position. It

18 | P a g e

has been clearly noticed that as the market is growing, proportionately all the operators are
getting new subscribers depending on their nationwide coverage. And due to the high growth rate
of the industry each company is being benefited, despite strong bargaining power of the
customers and intense rivalry between the competitors. We can say the mobile telecom industry
in Bangladesh is attractive and still has huge potential for growth.

Internal or Micro-Environment Analysis:

Internal environment analysis is very much important to identifying a firms flexibility, adaptive
capability, strengths and weaknesses to exploit the opportunities and neutralize the threats. The
core competencies of Robi and a SWOT analysis of the firm are given below:

Core Competencies
For competitive advantage, it must have superior core competencies that are relevant in the
marketplace. A core competence is something that a company does well relative to other internal
activities. Core competencies are resources and capabilities that the firm utilizes in an
exceptional manner- in comparison to its competitors- to gain a competitive. a core competence
is something that a company does well relative to other internal activities, a distinctive
competence is competitors. For Robi core competencies are the followings:

EXCELLENCE IN NETWORK:
Network has always been a strong point for Robi and seen as the best network by the
mobile phone users in Bangladesh
BRANDING AND MARKET POSITION:
Robi branding their tariffs or packages by many types of slogan,creating many types of
differentiate images, by many social welfare advertisement. Which makes their market
position strong.
TOP MANAGEMENT:
Robi has a strong professional management team which is the best in the in the industry
and highly valued by all the stakeholders. The top management is well experienced from
19 | P a g e

international mobile telecom industry as well as from multinational corporations (MNCs)

and, is a core competency of the company.

SWOT Analysis
The method of SWOT analysis is to take the information from an environmental analysis and
separate it into internal (strengths and weaknesses) and external issues (opportunities and
threats). Once this is completed, SWOT analysis determines what may assist the firm in
accomplishing its objectives, and what obstacles must be overcome or minimized to achieve
desired results.
SWOT analysis of Robi is given below:

STRENGTHS
GOOD NETWORK: Robi has a Good network system all over Bangladesh. They are trying to
connect all the people of our country and the have gone where people even think about to go
there.

HIGH ETHICAL STANDARD: Robi is strict to follow its ethical standard.

GOOD OWNERSHIP STRUCTURE: Robi has the best ownership structure in the
telecommunication industry in Bangladesh. They are investing more money to the company.

SKILLED HUMAN RESOURCES : Robi hired those employees who are skilled and effective in
their own job responsibility. Human Resource Department of Robi work really hard for this,
which give strength to Robi.

NETWORK AVAILABILITY: Robi has the widest network coverage and a large number of BTS
station (Tower) all over Bangladesh. Thats why the company can provide better connectivity in
most of the area of the country.

20 | P a g e

WEAKNESS
NETWORK LIMITATION:
Call drop, congestion, and poor connectivity with BTTB result in bad image of the company.

SOME VALUE-ADDED SERVICES ARE NOT SUCCESSFUL:

-Voice Mail service due to language barrier, lack of promotions, lack of know how about
interactive services and also because people are reluctant to speak to a machine. -Usage of Short
Message Service is still low due to lack of promotion, lack of knowledge of English,
unawareness of handset configuration and un-ergonomic nature of keypad. -Difficulty in
Configuration, handset barrier and slow connectivity are hampering WAPs popularity.
-Lack of co-ordination is used as an excuse not to solve.

COMPLICATED PRICE STRUCTURE:

Post-paid call charge is very complicated to the customers. Even though per unit call charge is
mentioned, sometimes customers get confused about their bill.

NO LONG-TERM DISTRIBUTION /CHANNEL STRATEGY:

Robi has not yet taken initiatives of its long-term distribution channel strategy. Robi s current
market expansion with its short-term distribution channel goal meet it present requirement. But
for its future market expansion and to reach its new segment of customers more effectively in
efficient manner Robi needs to take bold steps from now on.

21 | P a g e

OPPORTUNITIES

Focus on additional requirement.

Economic development
Improved technological improvement and network coverage
Focus on CSR program
Increased socialization
Demand for new & innovative products.
Provide online banking facilities through mobile phone
Increase the Brand Value by offering IPO

THREATS

Aggressive marketing from other operators

Increased marketing/operating costs
New entrants
Possibility of Merger among competitors
After converting into PLC more information has to be disclosed
Increased bargaining power of the consumers
Switching power of customers has increased
Customer dependency on new technology.

Question 7: What Strategic Moves Are Rivals Likely to Make Next?

Competitor Analysis

Successful strategists take great pains in scouting

competitors

o Understanding their strategies

o Watching their actions
22 | P a g e

o Evaluating their vulnerability to driving forces and competitive pressures

o Sizing up their resource strengths and weaknesses and their capabilities
o Trying to anticipate rivals next moves

Predicting Moves of Rivals

Predicting rivals next moves involves

o Analyzing their current competitive positions

o Examining public pronouncements about what it will take to be
successful in industry
o Gathering information from grapevine about current activities and
potential changes
o Studying past actions and leadership
o Determining who has flexibility to make major strategic changes and
who is locked into pursuing same basic strategy

23 | P a g e

Conclusion and Recommendation:

From this long discussion about the mobile telecom industry in Bangladesh, it can be said that
this industry still has potential for growth with profitability. Though there are some problems in
political and legal ground, the industry is lucrative enough for rapid growth and expansion in
ICTs- which can contribute to the dream of digital Bangladesh. Our case organization, Robi
has positioned itself in the best way to explore all opportunities from the environment with its
core competencies and competitive strategies. It also has resilience in its diversified business
model. Robis strategy implementation is best in the industry and its corporate governance is up
to the international standard. It also has excellence in CSR activities which is clearly evident
form its ubiquitous presence in social development in Bangladesh. Thus Robi has achieved
excellence in all of its business activities and proudly earned the leadership position in
Bangladesh telecom industry. From this study, we have the following recommendations for Robi:

It should revise its tariff plan according to the market trend

It should develop a recruitment policy based on the rules and regulation of

Bangladesh

It should focus on leadership development from local tenants

It should hire professionals for negotiation and conflict management

24 | P a g e

It should develop more resilience in its business model to absorb the uncertainty
stems from the macro environment

25 | P a g e