Acknowledgement

We would like to express our heartfelt gratitude to the faculty of the Management Department for
their valuable guidance in preparing this project report on Grameenphone. Their expertise and
support were key components in enhancing our understanding of the subject matter.

Firstly, we would like to extend our heartfelt appreciation to our course instructor, Shabab Absarul
Islam, whose dedication, hard work, and supportive attitude have been a source of motivation for
our entire class. His use of real-life examples to explain management concepts and his insightful
thinking process have significantly enriched our learning experience.

Once again, we sincerely thank our course instructor and faculties for their encouragement,
patience, and unwavering support, which have been instrumental in completing this project
successfully.
 Letter of Transmittal
Date 01.12.2024

Shabab Absarul Islam [SAI2]

Lecturer, School of Business and Economics
North South University, Dhaka-1229, Bangladesh

Subject: Submission of Final Report on Grameenphone

Dear Sir,
We are pleased to submit our final report on Grameenphone. Throughout the preparation of this
report, we faced several challenges, which led to valuable learning experiences and new insights.
We are grateful for the opportunity to work under your guidance.

We have carefully followed the guidelines you provided while preparing this report. The report
includes an executive summary, an introduction, an analysis of key issues, a detailed examination
of potential threats and solutions, and a conclusion. Furthermore, we have made every effort to
properly reference and cite all the information and data used in this report.

We sincerely appreciate the time, patience, and continued support you have given us throughout
this project. We look forward to your valuable feedback and guidance on our Grameenphone
report. Please feel free to contact us should you require any clarification or if there are areas where
we can improve.

Best Regards
Sangadul Haque Bhuiya Mahi (Team Lead) Md Sharwar Hossain
Id- 2312675020 Id- 15208436030

Md. Abidur Rahman Atiqur Rahman Emon

Id- 2233227630 Id- 2413705030

Syed Sakib Alam Khan Ariful Islam

Id- 24118560 Id- 2411801630

 Research Methodology

This report was prepared through thorough research to gather data on Grameenphone. Information
was collected from various online sources, including official documents, news articles, and content
from Grameenphone’s official websites. Additionally, an interview with a representative from
Grameenphone’s Sales department provided valuable insights into the company’s operations,
innovation strategies and market position in Bangladesh. Ethical guidelines were followed to
ensure informed consent and protect the privacy of the company. This research approach aims to
prove a clear understanding of Grameenphone’s impact and future plan in Bangladesh.
 Table of Contents
Executive Summary
Introduction
Company Overview
Mission Statement
Vision Statement
Company Competencies
Standard of Grameenphone
Objectives of Grameenphone
Market Position
Corporate Social Responsibility
❖ Education
❖ Women Empowerment
❖ Disaster Relief
❖ Healthcare
❖ Environmental Sustainability
❖ Youth Skill Development
Organizational Structure
❖ Specialization
❖ Departmentalization
❖ Span of Control
❖ Centralization/Decentralization
❖ Chain of Command
❖ Formalization
Mechanistic Organization Model
Organogram
Organogram Analysis
Culture
The Effect of Culture on HR Management
Human Resource Management Policies
❖ Stakeholder Viewpoint
Strategy of Grameenphone
❖ Functional Level Strategy
❖ Corporate Level Strategy
❖ Business Level Strategy
Pricing
Business Framework of Grameenphone
Rivalry Companies
Pestel Analysis
❖ Political Factors
❖ Economic Factors
❖ Social Factors
❖ Technological Factors
❖ Environmental Factors
❖ Legal Factors
Hofstede’s Cultural Dimensions
❖ Power Distance
❖ Individualism Vs Collectivism
❖ Masculinity Vs Femininity
❖ Uncertainty Avoidance
❖ Long Term Vs Short Term Orientation
❖ Indulgence Vs Restraint
SWOT Analysis
❖ Strengths
❖ Weakness
❖ Opportunity
❖ Threats
BCG Matrix
❖ Stars
❖ Cash Cows
❖ Question Marks
❖ Dogs
Porters Five Forces
❖ Threat of New Entrants
❖ Bargaining Power of Suppliers
❖ Buyers Bargaining Power
❖ Threat of Substitutes
❖ Rivalry Amon Competitors

Motivation
❖ Maslow’s Hierarchy of Needs
❖ Herzberg’s Two-Factor Theory
❖ McGregor’s Theory X & Theory Y
❖ Goal Setting Theory
❖ McClelland’s Theory of Needs
❖ Picnic
❖ Meditation
❖ Exposure Trip
Leadership
❖ Transformational Leadership
❖ Transactional Leadership
❖ Charismatic Leadership
Controlling
Management Issue
Recommendation
Conclusion
Reference
Appendix
 Executive Summary
Grameenphone is one of the largest and market leader telecommunications service provides in
Bangladesh, was established in 1997. The company has earned a string market share by focusing
on three core marketing Strategies:

❖ Affordability
❖ Reliability
❖ Superior Customer Experience
Grameenphone operates its business by focusing on providing affordable services while ensuring
reliable network coverage throughout the country. The company is strengthening its position by
focusing on three key areas. These are-

❖ Expanding network coverage

❖ Enhancing data services
❖ Promoting digital financial inclusion
These strategic priorities, along with Grameenphone’s extensive network infrastructure and strong
brand reputation, have enabled Grameenphone to maintain its leadership in Bangladesh’s telecom
industry. As sister concern of Telenor Group, Grameenphone is offering a wide range of services
to fulfil the ultimate goal of its customers, which is playing a vital role to the country’s digital
growth.
Introduction
Grameenphone is Bangladesh’s market leader mobile telecommunications company. According to
its 2022 report, Grameenphone has more than 43 million subscribers and it makes Grameenphone
the country’s top mobile telecommunications service provider. By December 2017, around 99% of
mobile users in Bangladesh had access to 2G services, and since then, over 92% of users have
gained access to the upgraded 3G network. In 2018, Bangladesh government has started licenses
for 4G/LTE cellular mobile network services to telecom companies.
As largest mobile telecommunication company, Grameenphone decided to invest in this
opportunity, with BDT 313 billion invested in the network infrastructure to make it up to mark.

Company Overview
Grameenphone Ltd. is the largest mobile network operator in Bangladesh based on its
revenue, network coverage and subscriber. On October 10, 1996, Grameenphone enlisted as
private limited company and On June 25, 2007, it began its journey as a public limited
company.

Telenor Mobile Communications solely owns 55.80% shares of Grameenphone Ltd which was
founded in 1855. Over 160 years of experience of TMC expended its business from Norway to
global scale. In Bangladesh, Telenor began its journey between 1993 to 1997. It received a license
for Cellular Phone operations in Bangladesh on November 28, 1996 and started its operation on
March 26, 1997.

Second largest share of Grameenphone is owned by Grameen Telecom, which holds 34.20% of
shares. Grameen Telecom is a not-for-profit company established in Bangladesh by Professor
Muhammad Yunus, the Nobel Peace Prize laureate of 2006.
Company Profile (2023)
Grameenphone Ltd. is a leading provider of telecommunications services of Bangladesh. The
company operates a digital mobile telecommunications network based on the GSM standard in the
900 MHz, 1800 MHz and 2100 MHz frequency bands, under license granted by the Bangladesh
Telecommunication Regulatory Commission (BTRC). The table below gives an overview of the
mobile spectrum licenses held by Grameenphone Ltd.

Grameenphone introduced GSM Technology for the first time in Bangladesh and it’s
covering 99% of the country. It is also one of the first companies to introduce 3G and 4G
internet services to the end customers in a mass level. Additionally, Grameenphone was the
first company among other telecom operators to reach milestone of 1 million subscribers. Till
now Grameenphone has invested more than 347 billion to build its network infrastructure in
Bangladesh.

Grameenphone has had a successful journey to build a cellular network. It has over 15,900 base
stations in Bangladesh to ensure efficient operations. The company employes more than 2,400
people who are working directly or indirectly under the leadership of Yasir Azman, CEO of
Grameenphone.

Grameenphone is one of the highest profitable companies when compared to its competitors such
as Banglalink, Robi, Teletalk etc. Grameenphone has a large customers base from the rural area of
Bangladesh, mostly from Rajshahi and Sylhet. Grameenphone also faces some issues due to
governmental regulations and the company is trying its best to alter the situation. The following
are the mission and vision statement and the core values of the company.

Mission
We are here to help our customers. We exist to help our customers get the full benefit of being
connected. Our success is measured by how passionately they promote us.

Vision
Empower societies. We provide the power of digital communication, enabling everyone to
improve their lives, build societies, and secure a better future for all.

Grameenphone’s Core Competencies

Extensive Network Infrastructure:
With 99% population coverage and a large number of base stations can ensure the service
nationwide.

Technological Innovation:
Grameenphone always wants to facilitate its stakeholders the latest technology. In this regard it
introduced 3G, 4G and now chip less sim cards.

Brand Reputation:
Grameenphone get benefits from their positive brand reputation in the industry.

Strategic Partnership:
As a part of Telenor Group, Grameenphone has the access of global partners.

Standards of Grameenphone
Make it Easy: All services and products of Grameenphone are designed to be simple and easy to
use, ensuring that the company strives to make its customers' lives easier.
Keep Promises: Grameenphone is built to perform perfectly. If any issue arises, it is committed to
resolve these promptly. Grameenphone prioritize delivery over fake promises. Believes in action
rather than words.

Be Inspiring: Grameenphone encourage innovation, bringing energy and creativity to everything

it does. Each product is designed to be fresh and modern.

Be Respectful: Grameenphone values and promotes local cultures, striving to become an active
part of the communities where it operates. The company's goal is to meet the specific needs of its
customers in a way that best suits their lifestyles

Objectives and Strategies of Grameenphone

Business objectives define the goals where a company wants to its position in the market. And
strategies are the way how the company will try to reach that position. Below we will talk about
the objectives and strategies of Grameenphone.
Objective-1:
Financial Growth
Strategies:
❖ Maintain continues development in shareholder value by the use of effective resource
allocation.
❖ Work on increasing annual turnover by developing unique services along with
improving cost structure.
❖ Focus on financial sustainability by ensuring a balanced budget.
Objective-2:
Internal Growth
Strategies:
❖ Encouraging creative ideas and focus on innovative products and services to
competitive.
❖ Work on underperforming products and also reduce the budget for these products.
❖ Explore the new area to work where the company didn’t work before.
❖ Encouraging on eco-friendly environment and waste management system.
Objective-3:
Training and Development
Strategies:
❖ Invest in research and development for new product.
❖ Arrange training for specific skill.
❖ Recognized the performers to motivate others for growing their performance.

Objective 4:
CSR & Sustainability
Strategies:
❖ Invest in renewable energy solutions and sustainable infrastructure for reducing
carbon footprint.
❖ Community development programs should be taken by the company.
❖ Work on global sustainability goals by maintaining international standard.

Objective-5:
Customer Satisfaction
Strategies:

❖ Develop a one stop solution at competitive price while including high quality
customer support.
❖ Customer service structure will ensure the issue resolution in a prompt way.
❖ Accumulate the customer feedback and work for refining the services and
ensure customer’s satisfaction.

Market Position
Telenor owns the share of 55.80% in Grameenphone. In Bangladesh, Grameenphone is operating
their operations successfully and also maintaining strong position on giving access to mobile
telecommunication service which is empowering the whole nation. Grameenphone has taken an
active participant of innovation and making a digital ecosystem which will enrich the mobile
operating system in Bangladesh.
 MARKET POSITION
16,000,000,000
14,464,000,000
14,000,000,000

12,000,000,000

10,000,000,000

8,000,000,000

83,263,000 1,475 14
0
mobile subscriptions employees (2021) total revenues NOK monthly mobile ARPU in

(2021) (2021) NOK (2021)

Grameenphone is the market leader in telecommunication industry based on its prepaid

subscriptions. As a market share Grameenphone owns 46.3% of total market share in mobile
telecommunication industry and it has made over 80 million subscriptions at the end of FY 2021-
2022.

Corporate Social Responsibility

Grameenphone's intention is not just to deliver connectivity but rather to build connection with its
customers, employees, shareholders, business partners, and the society as a whole. The company
sees progress as beneficial to business, and this idea guides their work. While focusing on
expanding their business, Grameenphone also aims at the improvement of Bangladesh. They seek
to help the country attain its development targets with particular emphasis on the Millennium
Development Goals (MDGs), which Bangladesh pledged to achieve by the year 2015. This
common goal of growth and development shapes their relationship with the country. To achieve
these goals, Grameenphone has focused its social investment initiatives into 6 main areas.

❖ Education
❖ Women Empowerment
❖ Disaster relief
 ❖ Healthcare
❖ Environmental sustainability
❖ Youth skill development

Education
Every year Grameenphone gives out scholarships to about 100 intelligent students across different
fields and educational levels. Organizations also support special schools for the children with
disabilities. In addition, about Grameenphone, they are also actively involved in the free
distribution of books campaign by Bishsho Shahitto Kendro and also promote literacy and
education. Grameenphone also collaborates with NGOs to enhance educational infrastructure and
provide financial aid to underprivileged students.

Women Empowerment
Grameenphone runs campaigns to support young women. Platform SHE 4.0 is a great program
that helps young women grow and achieve their goals. It brings together women from different
universities to work together, learn from each other, and build connections. In 2023, to celebrate
International Women's Day, they launched a long-term initiative called "Internet Er Duniya
Shobar." Engaging women from rural and semi-rural areas across 2000 unions, Grameenphone is
facilitating courtyard dialogues to enlighten them about how the internet can improve their lives
and unlock new horizons. The initiative aims to promote digital equality and ensure that women
have equal access to the digital world. Grameenphone focused on cultivating female leadership,
particularly in the technology sector. Moreover, collaboratively promoting successful women
entrepreneurs with other leading organizations is helping Grameenphone to form a healthy network
of female leaders throughout Bangladesh.

Disaster Relief
Grameenphone is dedicated to offering support during natural disasters, including floods,
cyclones, and other emergencies. In response to the recent sudden flood crisis, Grameenphone took
immediate initiative to support the flood-affected people. Grameenphone, in collaboration with the
Bangladesh Red Crescent Society (BDRCS), distributed food relief packs to 10,000 families in the
flood-affected areas. Grameenphone, as a socially responsible company, took a series of initiatives
to urgently provide aid and support to those people affected by Cyclone Remal. Grameenphone
supported cyclone-affected communities by deploying two water treatment plants to provide
drinking water, sending two medical teams with free medicine, and distributing food relief to
10,000 families in partnership with the Bangladesh Red Crescent Society.

HealthCare
Among the many social investments made by Grameenphone, health is a key area where the
company has made meaningful contributions. GP is dedicated to working with the Bangladesh
government and other development agencies in a bid to ensure that every single life counts. They
strive to improve the basic healthcare services, provide necessary facilities, and make healthcare
affordable to all. Grameenphone has been reaching out to the poor and marginalized people in the
country with the help of various partners to conduct free eye camps across Bangladesh. These
camps improve the eye care services to the deprived communities and accessible eye care services.
Services provided include free eye examinations, eye screening, and, in some cases, provision of
either glasses or surgeries free of charge. Grameenphone partners with RHF to enable telemedicine
services and overcome the lack of healthcare in isolated places. Zaynax Health and Grameenphone
are working together in telemedicine and healthcare services in Bangladesh.

Environmental Sustainability
Grameenphone has regarded the environment as an important strategic priority since its inception.
In 2023, Grameenphone has transformed 15 commercial generators and solar-powered sites into
solar hybrid sites. These hybrid sites further save over 128,300 liters of fuel, which is around 205
tons of CO2 emissions reduction per annum. Grameenphone promotes such internal awareness
campaigns where people can put their knowledge into action. Grameenphone actively fosters
internal awareness programs, exemplified by its commemoration of "World Nature Conservation
Day" in 2023. The company held a tree fair that lasted the whole day and commenced a tree-
planting scheme, campaigned against the omnipresent usage of single-use plastics at work, and
invited employees to participate in cycling emission-free rallies. By the end of 2023, over 221 tons
of e-waste, including GSM handsets, microwave antennas, IT equipment, and other accessories,
have been recycled through our partner recycling facilities. All the activities of recycling complied
with ISO 14000, OSHAS 18000, and R2 standards of recycling-based activities, both locally and
internationally.
Youth Skill Development
It has been noted that a large proportion of the Bangladesh population, about 28%, consists of the
youth who are talented, skilled, and want to contribute significantly to society. Grameenphone
Academy, which is an online skill development initiative that was born out of Grameenphone on
May 18, 2022, seeks to provide industrial exposure to what has been taught in the classroom. As a
social cause, the academy empowers the youth with skills that are relevant to the coming times.

Grameenphone Accelerator has launched a smart regional entrepreneurs hunt with the 'Jelay Jelay
Smart Uddyokta' program, designed to uplift and enable the regional youth towards
entrepreneurship to solve local challenges and encourage the youth to innovate local solutions.
FutureNation, a Public-Private Development Partnership (PPDP) program with UNDP and BIDA,
was introduced in November 2021 to enable the youth of Bangladesh to have economic
opportunities. With this vision, FutureNation launched the FutureNation platform in September
2023. This platform offers a self-assessment tool for youth to assess employability preparedness
and offers different learning opportunities such as courses like Business and Social English by the
British Council, Software Product Management, Cyber Security & Ethical Hacking, Blockchain
Technology, Artificial Intelligence & Machine Learning, and Data Science & Analytics courses
from Coursera and custom-made courses on UI/UX Design, Digital Literacy, Android App
Development, and Professional Video Editing, and Motion Graphics through its Learning
Management System (LMS).

Organizational Structure
Division of Labor and Specialization
The organizational structure of Grameenphone promotes work specialization, encouraging the
employees to concentrate on the areas in which they are proficient. This makes it possible for
marketing, technology, finance, and HR departments, among others, to acquire a high degree of
specialization in their areas. With specialization, productivity is also improved, and thus each team
delivers to the attainment of the objectives of the company. Functions and activities are divided
among the employees in accordance with the qualifications of the employees, thus making it more
efficient and productive
Departmentalization
The company has a functional departmentalization and assigns distinct departments that are
specialized in both knowledge and function. These include departments for customer service,
network operations, product development, finance, and corporate services. This method of
arranging the couch manifests the accountability required, and not only does it encourage
integration, but also sub-divisional strategies are easier to formulate, which enhance the
coordination of the members of the teams and the resources. At Grameenphone 10 Senior
Executives who are the head of different departments assists the Managing Director in making
strategic decisions. These departments are-

❖ Customer Service Division

❖ Network Division
❖ Information Technology Division
❖ Communication Division
❖ Internal Audit Division
❖ Internal Control Office Division
❖ Finance Division
❖ Human Resource Division
❖ Sales and Distribution Division

Span of Control
Grameenphone designates a limited span of control to managers so that they may be in a better
position to supervise their teams. Although the absolute figures will be different from manager to
manager, the company's design facilitates effective support, mentoring, and oversight of managers
relative to their span of control. An appropriate number of subordinates per supervisory officer is
central in combating diffusion.

Centralization/Decentralization
Grameenphone has adopted a mix of both centralized and decentralized structures in its decision-
making. It is only in the case of strategic decisions that the company has decided to be centralized
in order to be consistent with its long-term visions. However, some operational and direct
customer-related decision-making has been decentralized for the sake of local managers and teams.
This enables Grameenphone to be more innovative and flexible to new market changes and
customer needs in the different regions where they operate.

Chain of Command
Grameenphone’s chain of command effectively starts from the Board of Directors, then the
executive leadership team, and down to the department heads. Having such a clear line of authority
is important so as to equally avow each level within the organizational chain of its roles as well as
responsibilities and thus lead to proper accountability and fast decision-making

Formalization
Formalization refers to the degree of conformity that an organization has for set rules and
regulations. There are levels of reporting and making decisions at the organization that are top-
down in form, and thus such a structure is said to be formalized and hierarchical in nature. It has
several tiers of authority, such as operational supervisors, middle management, and top
management, or heads of departments, to provide control at different points. This systematic
design serves to reduce waste and maximally provide efficiency in the use of organizational
resources.

Mechanistic Organization Model

Grameenphone utilizes a mechanistic organization model as it emphasizes structure in order to
maintain stability and control, which is fundamental for any large telecom operator. Features of
this model include well-defined vertical divisions, delineated tasks and responsibilities, as well as
a dominant focus upon rules and established ways of working to enable the company to operate
successfully at such a scale. At Grameenphone, the mechanistic paradigm reinforces the delivery
of the company’s services, regulatory observance, and the decision-making hierarchy.

Such features also enhance the centralized power structure within the company, which can be
useful for maintaining consistency and directing actions towards the strategic aims of the
organization.
Organogram

Organogram Analysis
The structure depicted in Grameenphone’s organogram can be said to mirror a hierarchical but yet
agile structure adequate for operations and innovation purposes. In the highest position, the Board
and CEO are responsible for making substantial decisions.

Other noteworthy aspects are the key divisions; these include Commercial, Technology, Finance,
Human Resources, Corporate Affairs, and Digital Strategy, also managed by senior managers with
experience in specific areas. There is also a regional management structure to improve local
operational effectiveness and customer service, enhanced by middle management and operational
personnel for effective realization of its objectives. This structure promotes speed, creativity, and
focus on customers across all levels.
Culture
Grameenphone receives “Best Organization for Workplace and People Development” award at
ALA 2021. Grameenphone fosters a unique organizational culture by integrating inclusivity,
creativity, and adaptability to foster an environment where employees can thrive and contribute to
the company's goals. For example, GP Night, all the employees of Grameenphone from all around
Bangladesh gather together and have a grand dinner. A concert is also arranged by both internal
and external artists’, Grameenphone arranges a cricket tournament where they have teams, team
owners, supporters from every division.

The Effect of Couture on HR Management

Colleagues have better interaction because of events like GP Night and GPL Cricket Tournament,
which enhance job satisfaction, job contentment. That leads to less turnover and loyalty among
employees. In a brief summation, HRM supports Grameenphone's values of diversity and inclusion
via fair recruitment, backed by offering equal opportunity for all employees to create value added.
The stimulating culture in Grameenphone’s workplace further adds to the experiences of the
employees within the workplace and even refines the HR strategies of the company to be employee
development, employee participation and employee inclusiveness oriented. All these initiatives
reinforce the position of the corporation as an employer of choice.

Human Resource Management Policies

In order for Grameenphone's HRM policies to be in alignment with the organization business
objectives, there should be strategies aimed at coupling employee needs and the employer’s
expectations. To start with, the company focus on engaging in transparent recruitment and
investing in employee skills through training and providing an adequate performance management
basis. Packages offered include a salary and other benefits such as health insurance and various
sets of flexible working hours and wellness that guarantee employee satisfaction.

Identifying Practical Ways to Enhance the Efficiency of Grameenphone's HR Management

System:
There are several gadgets which want to be justified for human sources administration with a view
to achieving the desired level of effectiveness. Benchmarking is a method used to assist agencies
to enhance their operational procedures. In addition, it enables the identification, understanding,
and enhancement of best practices for the specific purpose of elevating organizational
performance. In order to protect HR productivity, one of the strategies involves benchmarking.
The following are the objectives of benchmarking:

Despite their failures and strengths, benchmarking is important in studying the experiences of other
businesses. It makes use of a manner to motivate personnel to adapt to internal relations. It also
enables HR practices to be implemented through observing how other organizations do things.

Stakeholder Viewpoint:

Adding starts with developing for a strong headship quite as Training, staffing and all-around
performance management are very much important tools in human resources practices for
assembling the everyone

Strategy of Grameenphone
Functional Level Strategy
This refers to the strategies covering all the operational activities of the daily work across various
business functions such as marketing, human resources and customer service. Operational focus
from Grameenphones includes amongst others expansion of channels through digital,
transformation of retails, continuously up skilling of the employees and quality of customer service
offered.

Corporate Level Strategy

Grameenphone provides unique packages for specific high-end corporate customers through its
service called 'Business Solution.' This offering follows the product concept.

Business level Strategy

Grameenphone has a ‘Probashi’ SIM pack which is the first NRB solution in terms of mobile
application in the entire world. This solution is related to any overseas citizens of bangladesh
mobile number connected issues or requirements.

Grameenphone also have Tourist sim to target foreigners.

Pricing
Pricing of different data and minutes packs of Grameenphone (GP) varies with the nature of the
pack: daily, weekly, or monthly; the amount of data or minutes; or other variant promotions and
seasonal offers.

Business Farmwork of Grameenphone

Core Services and Offerings
Grameenphone has a wide array of telecommunications services to its clients, such as mobile voice
and data, broadband internet, and digital solutions. In addition to voice and SMS, they also provide
mobile financial services, content services, and cloud services for businesses. It is this that enables
them to address the evolving needs of individual as well as business clients.
Partnership and Collaborations
Grameenphone has collaborators like technologists, content providers, and financial institutions,
which enables it to extend the range of services and integrate them into exciting solutions. Such
partnerships enable Grameenphone in rendering new digital services that go hand in hand with the
trends and needs of the consumers.

Revenue Streams
Service Revenue:This is the income derived from mobile voice, text messages, and data services.
Mobile Financial Services
This involves the receipts for services of mobile money such as transfer, payment of bills, and
other financial transactions.

Value Added Services

These are additional fees charged for the services rendered that go beyond the main offering for
example payments for entertainment, educational materials and other premium services.
Business Solutions
Generally, customized solutions include clouds services and IoT solutions which dictated
Grameenphone into revenues.

Cost structure
Network Infrastructure: Huge capital spending on cellular towers, datacenters and other
facilities.
Operational Expenses: Wages, training, and administrative expenditure.
Customer Acquisition: The process of marketing and adverts.
Technology Investment: Investment in research and development, and other digital technology
innovations
Regulatory Costs: Costs associated with licensing and other compliance requirements.

Main Activities
Telecommunications Services:Voice, SMS and internet data providing services.
Mobile Financial Services:Payment services through a model such as GP Cash.
Digital Content: forms of entertainment, education and value added services.
Customer Service:Support is delivered through a call center and other electronic and physical
platforms.
Channels
Physical stores: Center for direct sales and services.
Online platform: Website and mobile application for services management
Customer Care: Specialized staff in Toll lines and support.
Partnerships: Collaboration with businesses to enhance service delivery.
Distribution Network: Agents and resellers selling SIM and recharge.

Value Proposition
Comprehensive Connectivity: Currently reputed and proper distributed Mobile services in
Bangladesh.
Affordable Solutions: Sharable rates of voice, SMS and data,services across all market segments
Customers.
Digital Innovations: To promote usage of mobile financial services, access to entertainment and
educational materials.

Pestel Analysis
The PESTEL analysis expands on the understanding of how Grameenphone operates in the
guidelines of the company as well as strategic planning at all levels of the organization.
Certain external elements are a requirement in guiding operations in a telecommunication
firm.
Political Factors
The Bangladeshi political scene directly impacts how Grameenphone carries out its activities.
There has to be a political order for a company’s day-to-day functions to run uninterrupted; civil
wars or unrest together with border insecurity may lead to loss of services and profits. Regulative
measures, mainly telecom licensing coupled with compliance regulations, are another
determinant. The organization is obliged to encounter problems relating to government reviews
and conflicts, including disputes with the BTRC.

Economic Factors
Factors within Bangladesh, such as inflation, depreciation of currency, as well as fiscal policies,
affect Grameenphone products as well as the cost of services. If economic factors remain in a
vulnerable position, it affects GDP levels, translating into a low level of purchasing for many,
leading to low demand for many telecom firms services. Still, the telecom sector is a factor that
enhances the digital economy of this country, hence the growth potential for Grameenphone.

Social Factors
Geographically, Grameenphone caters to both rural as well as urban clients, amongst others. A
sizable segment of the population is mobile users, and internet connectivity is passive fuel for the
supply of such technological features that this segment population uses. On the other hand, digital
literacy gap in rural areas can limit the uptake of advanced services.

Technological Factors
Grameenphone has to keep up with the technological changes if it is to remain competitive.
Utilizing the latest technology, including 5G, the Internet of Things, and enhanced data services,
is necessary for attracting and retaining customers. Investing in technological advancement inflicts
a better service and additionally escalates the growth rate. The company can ensure the protection
of vital information as well as satisfying clients through proper management of their IT systems.

Environmental Factors
Grameenphone has to evaluate the environmental aspects when carrying out its operations and
took into consideration legal and social activities. By prioritizing initiatives aimed at reducing
carbon emissions as well as environmental concerns, the company increases its public image.
Protecting the environment is more than a legal requirement; it satisfies Shell’s customers’ loyalty
in the brand.

Legal Factors
Grameenphone’s operations are governed by a number of regulatory frameworks, including but
not limited to telecom law, labor law, and consumer protection policies. Company profitability
and stability have been dented, especially with the several disputes with the BTRC regarding
audits. Failure to comply with the rule of law, trade, and employment regulations can result in
penalties that disrupt the day-to day functioning of the business entity.

Hofstede’s Cultural Dimensions

Power Distance (High in Bangladesh)

The people of Bangladesh are accustomed to being governed by a high power distance culture,
which entails that there is a hierarchy that people respect and that authority is revered.
Grameenphone reacts to this by having a well-defined hierarchy as well as an order of authority.
It focuses on respect for authority, especially at the top; however, it also seeks to engage employees
actively through a systematic training program. In the case of individuals, the company works to
create confidence in the brand it represents through a strong brand promise and authority.

Individualism vs. Collectivism (Collectivist Society)

As this is a collectivist culture, the Bangladeshi culture gives more importance to community,
relationships, and loyalty rather than individual achievements. Grameenphone practices this by
promoting community-oriented activities, including corporate social responsibility (CSR)
activities in the areas of health, education, and disaster management. The company strives to build
lasting customer relationships by providing incentives and personalization that also fit the
collectivist perspective.

Masculinity vs. Femininity (Moderately Masculine)

Bangladesh leans towards a moderate masculine outlook in culture according to the index, where
focus is played towards achievement, competitions, and success. Grameenphone is able to balance
this by having performance objectives while promoting its impact on society.The company also
encourages new technology, like 4G and 5G, which fits with a culture that values competition and
success.

Uncertainty Avoidance (High in Bangladesh)

There is a high level of uncertainty avoidance among the people of Bangladesh; that is, the people
seek order, official rules, and stability in most things. Grameenphone manages this through its
provision of uninterrupted services, provision of strong network coverage, and straightforward
terms regarding its packages and plans. In addition, it allocates funds towards activities of risk
management and regulatory compliance in order to earn and gain the confidence of customers and
relevant stakeholders.

Long-Term vs. Short-Term Orientation (Short-Term Oriented)

Bangladesh is a culture that is short-term oriented and gives more emphasis to quick payoffs and
traditions. Grameenphone subscribes to these by providing cheaper and easy-to-access services
and short-term marketing promo packages, for instance. To some extent, however, the company
also engages in long-term programs such as eco-friendly technology and infrastructure
development in order to prepare for future growth and keep in tune with international dynamics.

Indulgence vs. Restraint (Restrained Society)

Bangladesh can be described as a restrained society where self-regulation and control, as well as
order in the way of life, are practiced and valued. Grameenphone aims to live or operate within
the acceptable boundaries by serving as a responsible service provider. It endorses the use of ICTs
that enhance the standard of living but are not too expensive in order to suit the restrained nature
of the people's culture in its target markets.
SWOT Analysis

Strengths
Extensive and reliable community reach
Grameenphone’s network coverage is unparalleled in Bangladesh. The company has invested
heavily in infrastructure to ensure that its services reach even the country's most remote areas. This
extensive coverage allows them to serve a larger customer base than their competitors. Whether in
urban centres or rural villages, Grameenphone’s network is reliable, providing seamless
connectivity for millions of users.
Versatile Product Portfolio:
Grameen Phone has accessories, router , phone , sim with advanced facility along with different
service portfolio.
GPAY is a mobile wallet that GP customers can use for their utility bills payment (Electricity, Gas,
Water, Internet (broadband),cable TV, etc. bills), Airtime recharge, Voice/ Data pack & train ticket
Purchase.
Partnerships and Sponsorship:
Grameenphone is joint venture from Telenor and grameen telecom . Where telenor is a company
from Norway and grameen telecom is a Bangladeshi company.
Grameenphone sponsored a lot of cultural initiatives, including music festivals, theater
performances, and art exhibitions. They often sponsor local and international culture related
events. Sports tournaments and events, particularly in cricket and football had been organized
through Grameen phones sponsorship. They have been involved in connecting communities.
Brand Value:
As of Nov 2024, Grammenphone is Bangladesh's most valuable company with a market cap of
৳440.2 billion BDT or 3.6 Billion USD.

Weakness
Network Congestion and Service Disruptions:
Due to environmental factors or climate-related interruptions, GP users surprisingly experience
network congestion or service disruption. Nowadays, Airtel and GP share each other's network
towers when one is unavailable to reach, and the last marine optical fiber operation decreased these
problems significantly in most of the areas. But the hill tract areas are hard to cover by
electromagnetic field because mountains work like barriers for electromagnetic fields. So
mountain areas don’t follow a smooth telecommunication network.

Legal and Regulatory Obstacles:

Grameenphone faces regulatory challenges relating to tax disputes, spectrum allocation
challenges, and strict regulations by BTRC. These issues result in most cases in delays of
operations, financial penalties, and constraints on the ability to innovate and expand services.

Complicated Pricing Structure:

Though Grameenphone has one of the strongest telecom networks, it follows some complicated
and relatively higher pricing strategy. As an example, if a user doesn’t buy a minute package, it
will take a higher cost for a cellular conversation.

Limited Innovation in Certain Areas:

Grameenphone Limited places its innovation priority in the pace of digital service development,
network expansion, and customer satisfaction. The company is facing challenges in diversifying
away from the core telecom services into newer technologies such as IoT, artificial intelligence,
or more advanced fintech solutions because some other counterparts are doing it globally. This
limits the company's ability to grow into much wider digital ecosystems.
Opportunities
5G Expansion:
This should be a big opportunity for Grameenphone, where 5G can be seen to provide faster and
more reliable connections that will open opportunities for growth in all sectors. It then advances
revenue by making 5G enterprise solutions more attractive, such as IoT applications and cloud
services. This also boosts the introduction of smart city projects and digital services. Better speed
and less latency in delivery enhance customer experiences as it gives room for streaming, gaming,
and other applications. Besides, Grameenphone can apply this technology in the healthcare,
education, and agriculture sectors, thus fostering digital inclusivity and economic development
within Bangladesh. All in all, with 5G, Grameenphone will take the lead in the telecom sector's
new trends while maintaining professionalism.

International Partnerships:
Partnership with the international company is where the actual big opportunities will accord to
Grameenphone which will enable the company to gain technological access, expertise and
markets. To keep up with changes in the industry, Grameenphone is collaborating with companies
from around the world to find ways to upgrade what they provide and how they do it.Moreover,
the international partners will allow Grameenphone to widen its customer base and also provide
new and diverse new business opportunities.

Digital Health and E-commerce:

There are considerable opportunities in digital health and e-commerce. Grameenphone could
leverage its vast network and digital infrastructure in digital health for online consultations, health
tracking, and mobile health services. This will bridge the gap in accessing health services,
especially in rural and underserved areas of Bangladesh, where the need is increasing for
digitization of healthcare services. In commerce, Grameenphone can enter the market by
enhancing its digital platforms in services such as mobile payment solutions, online marketplaces,
and collaboration with local and international retailers. This approach would drive financial
inclusion, improve consumer access to goods, and increase the volume of digital transactions. Both
areas are related to Grameenphone's strong suits in connectivity and digital services.
Consumers increasing buying power:
Consumer buying behavior is increased is great opportunity for Grameenphone. With more people
do shopping and paying digitally over the internet, the need for reliable internet and safety in
payment has increased. This is where the Grameenphone can step in and offer improved and
advanced mobile payment, increase their online wallet, and deliver quality internet as a backbone
for e-commerce. It would provide Grameenphone with a dominant position in digital services,
increase turn over and help to develop customer loyalty.

Threats
Political Instability
Uncertainty in the political situation in Bangladesh poses a risk to Grameenphone's business and
growth. Ongoing political tensions and public unrest can result in service disruptions,
infrastructure damage, and challenges in maintaining a stable workforce. The problems can also
impact the quality of the network, customer satisfaction, and the ability of the company to back
new projects or expand. Political instability may also lead to an unpredictable regulatory
landscape, reducing Grameenphone’s ability to plan for the future and invest confidently.

Changing Consumer Behavior:

Nowadays customers are evaluated rather than any time else in the history. They had more option
to switch. Consumer’s demand and need is also variable . like once lowest call rate even free call
hour was top notch packages for customers but now the choice is gigabyte net packages. And there
are different more dimension so on changes. So It’s challenging to understand consumers need and
be trendy and cope up with their demand.

Intense Competition:
Consumer switch brand and services according to their facility needs.They don’t remain loyal to
any brand that’s how competition is at it’s peak according to corporal culture. It’s difficult to be
the first choicealways and meet up old customer’s need and gain new customers .

High Tax
The combined sector-specific tax rate on mobile services in Bangladesh is one of the highest in
the APAC region. After accounting for the effective VAT rate (17.25%), supplementary duty
(15%) and surcharge (1%), mobile consumers in Bangladesh bear a combined usage tax of 33.25%
on mobile services. In this aspect it’s hard to maintain the whole telecom change cost with 33.25%
additional cost from tax and generate cost friendly , consumer satisfactory packages and call rates
constantly.

BCG Matrix

Stars (High Growth, High Market Share)

Mobile Data Services: These services saw considerable increase because of the demand for internet
in Bangladesh. As Grameenphone enjoys a strong network infrastructure coupled with 3G and 4G
expansion and plans to venture into 5G, this field is of great opportunity for growth.

Value-Added Services (VAS): All these GP Music, WowBox, and Bioscope kind of services has
helped Grameenphone increase their revenue base and user engagement; hence, the relevance of
such services in Grameenphone’s services is unquestionable.

Cash Cows (Low Growth, High Market Share) -

Voice Services: Given the trend towards more data-driven communications, it is apparent that the
voice services market will grow at a consistently slower rate as it is approaching the mature stage
however, this remains one of the key revenue sources for Grameenphone.
SMS Services: This segment is on the decline as there are greater shifts to such messaging
applications, but the population still uses sms services which accounts for revenue generation.

Question Marks (High Growth, Low Market Share)

5G Services: The deployment and the acceptance of 5g is one opportunity that Grameenphone is
seeking to take advantage of. However, its current share in the market is quite low and investments
on an aggressive strategy would be necessary in order to gain a significantly competitive position
in the market.

Dogs (Low Growth, Low Market Share)

Legacies and Basic feature phones:These products are becoming obsolete on the view that
consumers are more inclined to smartphones and advanced digital services. These have very small
market share and are also not very contributory in revenue.

BCG Matrix measures the Market Growth and relative market share of a business. According to
this tool, Grameenphone was once in the Stars and slowly transferring towards the Cash Cow.
According to the annual record 2023 posted by means of Grameenphone from 2020 to 2023,the
annual revenues of Grameenphone have increased. Their range of subscribers in 2020 used to be
79.04 million and it saved on developing yearly and reached 82 million in 2023 in accordance to
BTRC it is now 84.83 million at the quit of September 2024.The annual revenue was 139,606
million BDT in 2020 but it increased to 158,716 million BDT in 2023.

Posters Five Forces

Threat of New Entrants
GrameenPhone is having the highest number of subscriber(23M), 40% market share and billions
of dollars invested in Bangladesh. GrameenPhone has a high demand for their service and their
customer pulling is also high. GP became popular within short period of time through their
effective promotions. High switching cost for post paid subscription is a barrier for the potential
entrants in the industry. A low threat of new entrants makes an industry attractive and there are
also high barriers to entry . Therefore exciting companies are able to enjoy increased profit
potential.

Bargaining Power of Suppliers

GrameenPhone has been maintaining good relationship with its suppliers providing high market
share and availability of network. They can offer tempting offer packages to attract the customers
and make huge profits. The bargaining power of suppliers is moderately low. GSM technology
give the advantage to GrameenPhone and its subscribers to change their mobile set any time they
want and most of the GP user are satisfied with the low cost of GP connections and handsets. The
GP industry contains lots of suppliers, as a result GrameenPhone has possible alternative to change
suitable suppliers.

Buyers Bargaining Power

There are many players in the market. The competition in the market makes the customer more
powerful and the companies more competitive among each other. Many customers are satisfied
with the service of GrameenPhone despite of higher call rates due to good availability of network.
This leads to an advantage for the competition of GrameenPhone. Hence the bargaining power of
the buyeris moderate.

Threat of Substitutes
The substitutes can be defined as the products of their industries that have the ability to satisfy
similar needs. GrameenPhone give the high standard quality through their customers. They
modified their packages for consumers wants and demand. They provide various facilities, which
don’t given by any other competitor. Those customers who use GP network in their daily needs
then they don’t shift to another network because they have the highest number of customers and a
strong network protocol.
Rivalry Among Competitors
At present, there are 6 competitive companies (Grameenphone, Banglalink, Robi, Airtel, Teletalk,
Citycell) in the market. From them, Grameenphone is the market leader in the industry but it is
becoming day by day due to high rivalry among competitors. The biggest share of market belongs
to Grameenphone(47%) and the major competitor of Grameenphone is Banglalink(20%). The
telecom market intends to grow at penetration rate of more than 1.33%; where Grameenphone has
already penetrated at 1.56%. Other companies like BL and Robi offer valuable packages of internet
and low call rate with good network availability. They have upgraded technology but GP use their
old station yet. That’s why the degree of rivalry within the industry is high.

Motivation
Maslow’s Hierarchy of Needs
Physiological Needs: For medical bills and emergencies, Grameenphone offers a safe work
setting, competitive salaries, and reasonable health coverage.

Safety Needs: To ensure financial and personal safety, job security, retirement benefits, and
health plans are offered by the company.
Social Needs: Not only does Grameenphone engage its employees in team building, but it also
allows them to celebrate cultures and partake in wellness programs that foster belonging.

Esteem Needs: Performance-based incentives and awards and recognition programs fulfill
employees’ need for achievement and respect.

Self-Actualization: Employees are nurtured and provided with ever-present leadership

development programs such as opportunities for career progression and encouragement of
creative thinking.

Herzberg’s Two-Factor Theory

Motivating Facotrs: Grameenphone makes it easier for employees to be satisfied with their jobs
through advancement in their careers, the fun of getting recognized, and performing actively at
work. Those employees are often satisfied with their work because of these motivators.

Hygiene Factors: To minimize job dissatisfaction, the company offers equitable payments,
favorable workplace conditions, job security, and a full range of benefits such as health insurance.
McGregor’s Theory X and Theory Y
Theory X: Grameenphone does not emphasize much on Theory X practices, although it has a
structured and formal work setup with defined functions and requirements, which could be
associated with it.

Theory Y: Grameenphone’s policies allow employees to work freely and remove

micromanagement, which makes them trust the employees as well as allowing them to have
flexible work arrangements and a culture where autonomy with responsibility prevails. The
organization is of the opinion that given the right opportunities and assistance, employees are likely
to be self-driven and motivated individuals.

Goal-Setting Theory
Goal-setting theory is also observed by Grameenphone as the practice of wanting employees to
attain difficult but attainable and clear goals, as follows:

Smart Goals: Goals are specific, measurable, achievable, relevant, and time-bound, providing
direction and focus.

Feedback and Progress Tracking: Within the quarter, employees are assisted by regular
feedback and performance reviews to get reasonably realistic goals and not disappoint themselves.

Achievement and Rewards: Achieving such targets is often accompanied by performance-related

incentives and career advancement, which ensure motivation levels in employees and commitment
to the organization.

McClelland’s Theory of Needs

Need for Achievement: The employee’s need for achievement is met by Grameenphone's
recognition of hard work, as it has instilled extreme workplace discipline.

Need for Affiliation: Events such as team-building exercises and social gatherings, as well as a
warm organizational culture, meet the demands of employees to participate and have a sense of
belonging.
Need for Power: Interventions such as leadership training and decision-making without
supervision enable employees to meet their power needs by assuming influential roles and
responsibilities.

Apart from these theories Grameenphone motivate their employees in many other ways like-

Picnic: Grameenphone organizes annual outings for most of its employees. The outings are held
either inside or outside Dhaka, depending on the chosen location

Meditation: By encouraging meditation Grameenphone ensures employees are active and mindful
of their mental health. Meditation allows you to minimize stress, maximize focus and keep feelings
in check. It demonstrates that the firm is concerned with a conducive workplace that is productive.

Exposure Trip: The Grameenphone conducts exposure trips for employees to make them inspired
by providing an option of learning from others places or companies. These trips provide the
employees to generate ideas, get skills upgraded and witness other ways of things existing in the
backwaters of the world. This promotes then enables creativity and makes employees showing
more loyalty to their work, meaning the growth of the company matters.
Leadership
Leadership is important in a company because it gives direction, motivates employees, and shape
the company’s culture

Transformational Leadership
Grameenphone’s leaders ensure that employees are not solely assigned roles but rather inspired to
always think of revolutionizing the processes, thereby allowing room for improvement. This style
can be seen with their emphasis on changing toward a digital format, lifelong education, and
accepting change without opposition. Leaders do champion the likes of the MyGP app and other
digital payment solutions and drive the employees towards achieving the aim of the company in
improving customer experience and digital inclusion.

Transactional Leadership
Grameenphone implements transactional measures with their apex management to stay at the top
in all activities, maintaining a standard organizational performance. There are overall defined
targets for the leadership, follow-up is made, and then rewards are given to employees according
to what they achieved. The management utilizes a combination of targets, recognition, and
performance bonuses to motivate employees to focus on target achievements and maximize
productivity.

Charismatic Leadership
The charismatic leadership garnered by one of the leaders and his peers is portrayed by his personal
involvement with employees, demonstrating genuine commitment and translating strategy into
achievable, tangible objectives. This type of leadership is very critical in developing trust,
motivating teams, and instilling loyalty and commitment. Grameenphone executives are
particularly effective in the persuasive art. They motivate employees by sharing their goals and
vision that the growth of the company will be successful with the help of strategies backed by
strongholds.
Controlling
The controlling style and functions of Grameenphone can be described as integrated and dynamic
since it utilizes proactive, real-time, and feedback-oriented controls that serve the purpose of
operational efficiency, customer satisfaction, and attainment of strategic goals. A balanced
approach that is also data-driven is in place to deal with current business problems while allowing
for growth and innovation. Grameenphone makes use of feedforward controls to identify and avert
potential issues. Examples include measures that ensure that network infrastructure is in good
condition to avert service interruptions and measures that ensure that suppliers observe quality
assurance requirements for services to be in a given standard. Grameenphone would apply
concurrent controls through direct supervision over such activities as network, customer service
provisioning, and real-time number usage.

Management Issue
Grameenphone is struggling with another internal problem, which hinders their approach to day-
to-day activities. Such barriers include forming a good relationship within the company and
establishing completely transparent structures. Poor communication often results in the blockage
of information transfer, misconceptions, and complications in the decision-making process, which
in turn affects the level of productivity and overall performance. In order to combat these issues,
Grameenphone can concentrate on achieving one goal—clarifying its communication channels,
which in turn would make collaboration, coordination, and interaction more effective among
various departments. The use of having regular meetings, having open doors for contact, and
having a structured mechanism for receiving feedback and training on the efficient way of
communicating could be very helpful. These activities can change a company’s work culture to
become more networked, transparent, and efficient.