Qtel SDF Integration Project TAG Graduate School of Business

Hani Darwish Al-Khalili Co.

Strategic Management Case Study

Advisor:
Dr. Mamoun Akroush

Prepared by:
Enass Arabeiat
Raja'a Said
Sonya Al-Fares

MBA 743: Strategic Management Course

Fall Semester 2011/2012
Qtel SDF Integration Project TAG Graduate School of Business

TABLE OF CONTENTS
1. Executive Summary ................................................................................................................................ 4
2. Levels of strategy..................................................................................................................................... 5
3. Background - About HDK ..................................................................................................................... 5
4. Organization’s values ............................................................................................................................. 5
5. Organization’s vision .............................................................................................................................. 5
6. Organization’s mission ........................................................................................................................... 5
7. Organization’s objectives ....................................................................................................................... 5
8. Organizational Chart.............................................................................................................................. 5
9. The MACRO environment analysis: Opportunities and Threats-O/T .............................................. 5
10. The industry competition analysis-Porter’s five-forces ..................................................................... 5
11. The organization's industry life cycle.................................................................................................. 5
12. The competitors’ analysis: ................................................................................................................... 5
12.1. Identify strategic group.................................................................................................................. 5
12.2. Competitors’ analysis-one-to-one analysis where your organization is the base for your
analysis……………………………………………………………………………………………….... 5
12.3. Indentify the organization's market segments ............................................................................... 5
12.4. Identify the organization's strategic consumers ............................................................................. 5
13. The organization's strategic capabilities analysis: Strengths and Weaknesses-S/W: .................... 5
13.1. Analyze S/W of each function located on the organizational structure......................................... 5
13.2. Identify strategic capabilities including the Organization’s resources and core competencies
based on specific criteria ........................................................................................................................ 5
13.3. Identify the Organization’s critical success factors –CSFs ........................................................... 5
13.4 Identify the building blocks of your company’s competitive advantage ........................................ 5
14. Diagnose strategic capabilities ............................................................................................................. 5
14.1. The value chain analysis (must be applicable) ............................................................................. 5
14.2 Network analysis (if applicable) .................................................................................................... 5
14.3. Activities maps analysis (if applicable) ........................................................................................ 5
14.4. Benchmark (if applicable) ............................................................................................................ 5
15. Produce SOWT analysis matrix .......................................................................................................... 5
16. Identify strategies at the functional level ............................................................................................ 5
17. Identify strategy at the business level .................................................................................................. 5
18. Identify strategy at the corporate level (if applicable) ...................................................................... 5
19. Identify strategy at the global level (if applicable) ............................................................................ 5
20. Identify corporate diversification (if applicable) ............................................................................... 5
21. Identify methods of pursuing a strategy (if one or more of them is applicable): ........................... 5
19.1. Strategic alliances .......................................................................................................................... 5
19.2. Mergers 5
19.3. Acquisitions ................................................................................................................................... 5
22. Identify corporate governance structure ............................................................................................ 5
20.1. Identify social responsibility and ethics ........................................................................................ 5
20.2. Who are stakeholders and what are their expectations .................................................................. 5
20.3. Identify powerful stakeholders and sources of power ................................................................... 5
23. Identify organization's cultural frame of references ......................................................................... 5
24. Delineate a detailed analysis of the cultural web................................................................................ 5
25. Strategy evaluation alternatives: identify the criteria upon which each strategy (strategic
option) is evaluation and chosen ................................................................................................................ 5
26. Organizational structure, type and relationship processes ............................................................... 5
27. Strategy implementation mechanism-first year implementation plan ............................................. 5
28. Performance evaluation criteria .......................................................................................................... 5
29. Performance evaluation methods ........................................................................................................ 5
30. Strategy future scenarios ...................................................................................................................... 5
31. References ........................................................................................................................................... 18
32. Appendices .......................................................................................................................................... 19

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Qtel SDF Integration Project TAG Graduate School of Business

32.1. Appendix A: Employees' Evaluation Form ................................................................................. 19

32.2. Appendix B: Technical Process Plan Diagram............................................................................ 20

LIST OF TABLES

Table 1: Abbreviations .................................................................................................................................. 1

Table 2: Primary Project Deliverables .......................................................................................................... 5
Table 3: Major Project Commitments ........................................................................................................... 8
Table 4: Communication Channels ............................................................................................................. 11
Table 5: SMS Elements .............................................................................................................................. 16
Table 6: MMS Elements ............................................................................................................................. 16
Table 7: List of the possible risks in SDF project ....................................................................................... 22
Table 8: Quality Plan for SDF Project ........................................................................................................ 23

LIST OF FIGURES

Figure 01: HDK Logo ................................................................................................................................... 3

Figure 02: HDK Organizational Chart .......................................................................................................... 5
Figure 3: Gantt Chart for Qtel SDF Project ................................................................................................ 10

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Qtel SDF Integration Project TAG Graduate School of Business

EXECUTIVE SUMMARY

The role of HR managers varies along organizational structures. Organizational structure is the
formal and informal framework of policies and rules, within which an organization arranges its lines
of authority

LEVELS OF STRATEGY

BACKGROUND - ABOUT HDK

Figure 01: HDK Logo

ABOUT HDK

Hani Darwish Al-Khalili & partners company (HDK) has considered one of leading in field of providing
electric & electronic devices, over last 5 years HDK has played a major role in Jordanian market by
supplying various customers’ total solution.

HDK was founded in 1999.

HDK is dedicated to serve the economy of Jordan by implementing new technologies, continuous
upgrading of skills, promotion of working environment & above all sound business relationship
which provide a fair realistic approach to achieve our demand.

Their skilled staff is incorporated with experience needed for providing consumer& professional
electrical & electronic devices and total solutions.

HDK PRODUCTS

>> Brands:
 GlemGAS Products
 JVC Products
 Polaroid Products
 White Westinghouse Products

>> Product lines:

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Qtel SDF Integration Project TAG Graduate School of Business

 TV
 CAMCORDERS
 AUDIO / VIDEO
 REFRIGERATORS & FREEZERS
 CAR AUDIO
 WASHING MACHINES
 AIR CONDITIONING
 MICROWAVES
 COOKING APPLINACES

ORGANIZATION’S VALUES, VISION, MISSION, AND OBJECTIVES

ORGANIZATION’S VALUES

ORGANIZATION’S VISION

To state “ Hani Darwish Khalili & Partners Company” on the leading position , and to be the pioneers
in marketing the best quality of electronics & home appliances , not only in Jordan but also among
the regional countries .

ORGANIZATION’S MISSION

To provide the Jordanian consumer with the best electronics and home appliances products,
produced by distinguished international trade marks, with the latest technologies, best prices, high
quality, premium level of safety and distinct after-sale services.

ORGANIZATION’S OBJECTIVES

Serving the customer with the best long lasting products from International brands with reasonable
prices, the commitment to provide the best after sales services for our customers, and the long run
enhancement capabilities - by transferring the technology from the Hi-Tech/factory whish is under
establishing- of our employees to assure best services of our customers.

ORGANIZATIONAL CHART

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Qtel SDF Integration Project TAG Graduate School of Business

Figure 02: HDK Organizational Chart

THE MACRO ENVIRONMENT ANALYSIS: OPPORTUNITIES AND THREATS

CASE STUDY

A case study methodology will be used to achieve this research by analyzing the implementation and
customization processes of one well-known organization in Jordan as well as other organizations and
firms.

DATA GATHERING

Data gathered mainly from the interviews that are conducted with the HR Managers and
stakeholders within four of the most leading enterprises in Jordan.

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‫‪Qtel SDF Integration Project‬‬ ‫‪TAG Graduate School of Business‬‬

‫‪31. REFERENCES‬‬

‫‪The following references are used:‬‬

‫‪‬‬ ‫‪http://www.bucanac.com/documents/The_V-Model.pdf‬‬
‫‪‬‬ ‫‪Roger S. Pressman: Software Engineering: A Practitioner's Approach, The McGraw-Hill‬‬
‫‪Companies, ISBN 007301933X‬‬

‫‪32. APPENDICES‬‬

‫‪32.1. APPENDIX A: EMPLOYEES' EVALUATION FORM‬‬

‫نموذج تقويم أداء موظفي شركة هاني درويش الخليلي‬

‫للفترة من ‪ 2011/1/1‬إلى ‪2011/6/30‬‬

‫القسم األول ( يعبّأ من دائرة شؤون الموظفين )‬

‫إسم الموظف ‪ ...................................................‬رقم الموظف ‪............................‬‬

‫المس ّمى الوظيفي ‪ ...............................................‬تاريخ التعيين ‪...........................‬‬
‫الدائرة ‪ ..........................................................‬القســـم ‪..................................‬‬
‫اسم المسؤول المباشر عن الموظف ‪.................................................................... :‬‬
‫المس ّمى الوظيفي للمسؤول المباشر عن الموظف ‪...................................................... :‬‬
‫مكافآت الموظف خالل فترة التقويم ‪.......................................................................‬‬
‫عقوبات الموظف خالل فترة التقويم ‪......................................................................‬‬
‫عدد أيام اإلجازات العادية ‪ ..........................‬عدد أيام اإلجازات المرضيه ‪.....................‬‬

‫القسم الثاني ( يعبّأ من المسؤول المباشر عن الموظف )‬

‫‪5‬‬ ‫ً ‪4‬‬ ‫‪3‬‬ ‫‪2‬‬ ‫عناصر التقويم‬ ‫الرقم‬

‫أول ‪ :‬النتاجية الكميّــة والنوعيّــة‬

‫مستــــوى اإلنتاجيـــة‬ ‫‪1‬‬
‫السرعة في اإلنجــــاز‬ ‫‪2‬‬
‫الدقّــــة في اإلنجــــاز‬ ‫‪3‬‬
‫الجهود اإلضافية على المهام األساسية‬ ‫‪4‬‬
‫ثانيا ‪ :‬الخبــــــــرة والمهــــارة‬

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‫‪Qtel SDF Integration Project‬‬ ‫‪TAG Graduate School of Business‬‬

‫درجة التمكـّن من المعرفة النظرية للعمل‬ ‫‪5‬‬

‫مستوى المهارات المختلفه المتعلقة بالعمل‬ ‫‪6‬‬
‫الحرص على التطوير واإلبداع وتنمية الخبرات‬ ‫‪7‬‬
‫اإلسهام في وضع الخطط والبرامج ومتابعة التنفيذ‬ ‫‪8‬‬
‫(للوظائف اإلشرافية – مدراء الدوائر ورؤساء األقسام)‬
‫تنمية المرؤوسين وتدريبهم ومساندتهم‬ ‫‪9‬‬
‫(للوظائف اإلشرافية – مدراء الدوائر ورؤساء األقسام)‬
‫اإلسهام في تطوير أنظمة وإجراءات وأدلـّة العمل‬ ‫‪10‬‬
‫(للوظائف اإلشرافية – مدراء الدوائر ورؤساء األقسام)‬
‫ثالثا ‪ :‬األداء والسلوك الوظيفيين‬
‫االلتزام بالدوام ( ويشمل ‪ :‬الدوام اليومي ‪ ،‬المحافظة على‬ ‫‪11‬‬
‫أوقات العمل ‪ ،‬المغادرات ‪ ،‬اإلجازات العادية والطارئة‬
‫والمرضية ‪ ،‬الدوام اإلضافي )‬
‫المحافظة على أسرار العمل‬ ‫‪12‬‬
‫االلتزام باألنظمة والتعليمات‬ ‫‪13‬‬
‫العالقة مع زمالء العمل والتعاون معهم‬ ‫‪14‬‬
‫العمل بروح الفريق‬ ‫‪15‬‬
‫ُحسن استخدام الموارد ( األدوات والمعدات )‬ ‫‪16‬‬
‫القدرة على التصرف وح ّل المشكالت‬ ‫‪17‬‬
‫القدرة على العمل في ظل الضغوط‬ ‫‪18‬‬
‫التعامل مع العمالء والمراجعين والزوار‬ ‫‪19‬‬
‫المظهر العام والهندام‬ ‫‪20‬‬
‫مجمــــــــوع كل درجـــــــــه =‬
‫المجمــــــــــــوع الكلـّـــــــي =‬

‫الحتياجات التدريبية للموظف ( يعبأ من المسؤول المباشر عن الموظف بعد مناقشته ) ‪:‬‬
‫الدورة األولى ‪ .................................‬الدورة الثانية ‪.............................................‬‬
‫الدورة الثالثـه ‪ .................................‬الدورة الرابعه‪.............................................‬‬

‫التاريخ ‪.....................................‬‬ ‫توقيع المسؤول المباشر ‪.......................‬‬

‫رأي الموظف في تقويمه ‪..................................................................................‬‬

‫‪..............................................................................................................‬‬
‫التاريخ ‪.....................................‬‬ ‫توقيع الموظف ‪.................................‬‬

‫مالحظات مدير الدائره ‪....................................................................................‬‬

‫‪..............................................................................................................‬‬

‫مالحظات المدير العام ‪.....................................................................................‬‬

‫‪...............................................................................................................‬‬

‫مجموع عالمات الوظائف اإلشرافية من ‪%100‬‬ ‫لستعمال اإلدارة ‪:‬‬

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‫‪Qtel SDF Integration Project‬‬ ‫‪TAG Graduate School of Business‬‬

‫تحول العالمة الى ‪) %100‬‬

‫مجموع عالمات باقي الوظائف من ‪ّ ( %85‬‬

‫)‬ ‫التقدير (‬ ‫النتيجة النهائية لتقويم الموظف من ‪= %100‬‬

‫المجموع أقــــــــل من ‪ = %55‬ضعيف‬
‫المجموع من ‪ %55‬إلى ‪ = %65‬مقبول‬
‫المجموع من ‪ %66‬إلى ‪ = %75‬جيـــــد‬
‫المجموع من ‪ %76‬إلى ‪ = %85‬جيد جدا‬
‫المجموع من ‪ %86‬إلى ‪ = %95‬ممتــاز‬
‫المجموع من ‪ %96‬إلى ‪ =%100‬متميـّـز‬
‫( إعداد ‪ :‬مدير التطوير والجودة الشاملة )‬

‫‪32.2. APPENDIX B:‬‬

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