Professional Industry Experience (PIE)

› Professional Industry Experience Etisalat CBM314 Professional Industry Experience (PIE) Module Coordinator: Sally Berrisford Student Number Date Due:03/08/2020 Word Count:

Table of Contents………………………………………………………………………………………i

Executive Summary 3

Part A 1

Company Overwiew 5

• Historical Background 5

• present Position 6

• Future Stratgy 7

• Management Structure 9

• PESTEL Analysis… 11

• SWOT Analysis… 1

• Competitior Analysis… 1

• Implication On Managers Performance … 1

Part B Evaluation 1

• Self Assessment 5

•Self Reflection 6

• Planing and organisational skills 7

• Problem Solving and learning skills 9

•Communication Skills … 11

• Transferable Skills 5

•Staff Relationships 6

• Professsional and Personal skills 7

Part C 1

Personal Development Plan 2

Conclustion 1

Reference List.…..……………………………………………………………………………….14

Appendix………………………………………………………………………………………….15

Executive Summary

Overview of Etisalat

Etisalat headquarter was established in the 1950s as the countries 1st telecommunication service. Etisalat group provides innovative solutions and services to 146 million subscribers in 16 countries.

A major achievement for Etisalat in 1st half of 2018 was the lunch of the first commercial 5G wireless network in the UAE becoming first telecom operator in the middle east and north Africa

Etisalat’s 43,000+ employees from 71 different nationalities are deployed across all the seven Emirates of UAE and globally, with its Corporate Head Quarters in Abu Dhabi. Within UAE, the operations are conducted through three Regional offices – Abu Dhabi, Dubai, and Northern Emirates (comprising Sharjah, Fujairah and Ras Al Khaimah offices).

Present Position of Etisalat

Today Etisalat is one of the world’s leading telecom groups with a consolidated net revenue of 52.2 billion and net profit 8.7 billion for 2019

Future Strategies

The Etisalat Group’s vision to ‘drive the digital future to empower societies’ is continuing to guide the company in its transition from a traditional telecom operator into an integrated ICT/digital solution provider, which is in turn enabling the Etisalat Group to fortify its leading position in the industry by working toward the following goals:

• Reshaping the lives of consumers

• Accelerating the economic growth of businesses

• Enhancing the competitiveness of the countries in which the Group operates

To realize this vision, Etisalat Group is continuing its focused execution of the “TARGET” strategy to align the strategic direction of all operating companies, taking full advantage of growth opportunities going forward. “TARGET” sets out the Group’s priorities, focus areas, direction, and ambition within the following framework:

• To drive the digital future to empower societies

• Accelerate value generation through innovation and digitization

• Raise capabilities and develop talent across the Group

• Grow B2B/digital across the footprint

• Expand portfolio in MENA and knowledge economies

• Transform operating companies into strongholds

The vision and the associated strategy were introduced in response to the macro-economic and market environment across our footprint, which continues to evolve thus resulting in the “TARGET” strategy being even more relevant.

MANAGEMENT STRUCTURE

SWOT Analysis

Like any business in hospitality sector Etisalat should be focusing on customer satisfaction through friendly and welcoming environment ,the high quality of providing the services like fast responds to customer demands, continuous update of new technology of Telecommunication and social media as its very essential at our time, Generate revenue from old and new customers, Trying to reduce face to face tasks as much as possible by doing them online which saves more time for the customer (Manovich, 2018)

Strength 1. Major hub in the Middle East, for internet, voice, mobile , broadcast, roaming and corporate data services. 2. The wide product portfolio which allows the organization to expand the customer base and offset the losses from one product category with benefits obtained from the other. 3. Strong online presence on different social networking sites and efficient social media management . 4. High product quality increases brand loyalty and improves Etisalat's performance in a competitive market. 5. Workplace diversity act as a major business strength, particularly when the organization intends to operate in the international market.

Weakness 1. The organization can draw the criticism from the environmentalists for its poor waste management practices and inability to integrate sustainability in business operations. 2. Insufficient budget for the marketing and promotion activities. 3. The inability to understand customers’ needs and expectations. 4. Ineffective strategic decision-making process. With this weakness, the organization may not be able to identify the potential improvement seeking areas in product/service mix. 5. The poor customer service (such as inefficient customer complaint handling). 6. Lack of organizational commitment and high employee turnover.

Opportunity’s 1. The exponential growth in the population, and particularly in the existing or potential customer segments is a great growth opportunity. 2. Rise in the customers’ disposable income and increase in the affluent customer base can be taken as an opportunity to introduce more high-end products. 3. Reduction in the interest rates makes the fund raising and financing at lower cost easier for the business organization. 4. The emergence of new market segments and new niches provide business and product line expansion opportunities. 5. Improvement in the customers- lifestyle and standards mean more consumption on consumer goods and services, and more opportunities to encourage the purchase.

Threats 1. The changing regulatory framework and introduction of new stricter regulations impose a major threat to the Etisalat. It makes compliance with legal standards more complex and challenging for the business organization. Inability to comply with changed regulations raises the risk of expensive law suits. 2. The deteriorating economic conditions affect business performance when they directly influence the customers' spending patterns and purchasing power. 3. The rise in inflation increases the cost of production and affects the business profitability. 4. The globalization pushes the organization to cross national boundaries and deal with cultural diversity, which may have a detrimental impact if the organization lacks the cultural intelligence. 5. Shortage of skilled labour in the market can make it difficult for the organization to attract talent with the right skills set.

PESTEL Analysis

Political factors

· Political stability

High political stability provides a stable and friendly business environment with predictable market growth trends. Currently, Etisalat. is present in different countries, each having own political tensions.

· Changing policies

Frequent changes in government policies harm business performance by increasing environmental uncertainty. It is important for Etisalat. to study the current trends in the country's political scenarios.

· Bureaucracy and corruption

Bureaucracy and corruption negatively influence the business environment. Operating in countries with high corruption level and weak law enforcement makes the business environment increasingly unpredictable for Etisalat.

· Taxation, trade restrictions and intellectual property protection

Entering in countries with high taxation level will directly influence the profitability of Etisalat. High taxation affects international trade and prevents exports.

Economic factors

· Economic/business cycle stage

The economic development of a country directly influences organizational performance. Growing economies offer wide-ranging growth opportunities to Etisalat.

· Inflation/employment/interest/exchange rates

The GDP growth rate will determine Etisalat’s ability to pursue its long-term growth strategies. High GDP also signals the consumers’ ability to spend more on offered products.

· Labour market conditions

The demand and supply of labour determine the wage rates and supply of skilled workforce.

· Financial markets efficiency

The global expansion strategies of Etisalat. are influenced by the financial market efficiency as operating in highly efficient financial markets leads towards improved liquidity position and strengthened ability to enter new markets.

· Economic structure

The business practices of Etisalat. are influenced by the prevailing economic structure. The economic and regulatory environment in a monopolistic or oligopolistic structure will be different from the monopolistic competition and perfect competition.

Social factors

· Equality and power distance

The power distance within any society shows the acceptance of hierarchy and income inequality. Etisalat. must adjust its business management practices while entering in markets with high or low power distance. The growing inequality in many countries is altering the power structure, which has serious implications for international business organizations like Etisalat.

· Societal norms and class distribution

Culture is considered an important variable by international marketing managers. Each society has distinctive norms and values that play an important role in shaping consumer behaviour.

· Online shopping

The advent of social media and e-commerce has encouraged online shopping behaviour among customers. Etisalat. needs to understand the online shopping behaviour by considering the generational differences as younger consumers are more inclined to shop online than older customers.

Technological factors

· Social media marketing

The development of information and communication technologies has led towards the adoption of innovative marketing techniques to enhance collaboration with customers.

· Technological innovations and development level

Etisalat. should carefully consider the on-going technological innovations to stay ahead of the competition. A close eye should be kept on analysing the 5G and determining its potential to deliver positive business outcomes through enhanced user experience, increased speed and expanded access.

Environmental factors

· Renewable technologies

Some countries offer subsidies for encouraging investment in renewable technologies. Etisalat. can benefit from it and invest in renewable technologies to ensure long-term sustainability. This investment will also increase stakeholder satisfaction and expand the customer base due to enhanced brand image.

Legal factors.

· Employee protection laws (discrimination and health and safety)

Etisalat. must follow the employee/labour health and safety laws as some countries have strict regulations to ensure labour safety. Providing a secure work environment for the workforce is the ethical and moral obligation of Etisalat.

· Consumer protection laws

The data protection has become an important issue due to consumers’ privacy and security concerns. Etisalat. need to study data protection regulations to protect the customer data.

Competitior Analysis (DU)

DU telecommunications company is the advanced mobile phone operator, TV service and Internet provider in the United Arab Emirates. Today, the number of its consumers exceeds 4 million people, and the DU wireless access points are available in countless restaurants, shopping malls and even in Dubai metro.

The company is actively developing and improving the range and quality of its services. That is why, in spite of its early age (founded in 2006), DU is the only competitor to Etisalat — national Internet service provider of the UAE.

In 2010, the company has made the real breakthrough in the field of television services due to the start of broadcasting 3D TV programs. Remarkably, this service was provided free of charge. DU’s subscribers did not have to enable any additional programs or packages to view three-dimensional programs. The only condition was the availability of a 3D-supporting TV set and special glasses.

DU’s plans call for further active development and technological enhancement of services.

Implication On Managers Performance

The management style followed by ETISALAT is Authoritative style that does not satisfy consumer needs which makes complain handling longer since it has to reach the higher authorities for taking the final decisions on the cases and this give a negative impact to the company image.

References

Manovich, L., 2018. Digital Traces in Context| 100 Billion Data Rows per Second: Media

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André Cavalcante, S. (2013). Understanding the impact of technology on firms’ business models. European Journal of Innovation Management, 16(3), 285-300.

Daidj, N. (Ed.). (2014). Developing strategic business models and competitive advantage in the digital sector. IGI Global.

Grünig, R., & Morschett, D. (2017). Developing international strategies. Springer Berlin Heidelberg.

Hou, J., Lu, Q., & Han, Y. (2008, December). A strategic framework for technology evaluation. In 2008 International Conference on Information Management, Innovation Management and Industrial Engineering (Vol. 1, pp. 24-27). IEEE.

Issa, T., Chang, V., & Issa, T. (2010). Sustainable business strategies and PESTEL framework. GSTF International Journal on Computing, 1(1), 73-80.

Johnson, G., Whittington, R., Scholes, K., Angwin, D., & Regnér, P. (2011). Exploring strategy. Financial Times Prentice Hall.

Leyva, M., Hechavarria, J., Batista, N., Alarcon, J. A., & Gomez, o. (2018). A framework for PEST analysis based on fuzzy decision maps. Revista ESPACIOS, 39(16).

Wall, S., Minocha, S., & Rees, B. (2009). International business. Pearson Education.

Yüksel, I. (2012). Developing a multi-criteria decision making model for PESTEL analysis. International Journal of Business and Management, 7(24), 52.