Grameenphone (Bengali: ), widely known as GP, is the

leading telecommunications service provider in Bangladesh. With

more than 2 million su!scri!ers (as o" #une 2$), Grameenphone
is the largest cellular operator in the country. %t is a &oint venture
enterprise !etween 'elenor and Grameen 'elecom (orporation, a
non)pro*t sister concern o" the internationally acclaimed
micro*nance organi+ation and community development!ank
Grameen Bank. 'elenor, the largest telecommunications company
in ,orway, owns -2. shares o" grameenphone and Grameen
'elecom owns the rest /$..
Grameenphone was the *rst company to introduce G01 technology
in Bangladesh). %t also esta!lished the *rst 22)hour (all (enter to
support its su!scri!ers. With the slogan 0tay (lose, stated goal o"
Grameenphone is to provide a3orda!le telephony to the entire
population o" Bangladesh.
(ommunication system o" Grameenphone Bangladesh consist o"
several processes. 'hey "ollow !oth "ormal and in"ormal %nternal
(ommunication system. 'hey use all possi!le means o"
communication internally including e)mail, 4a5, 6vents and
Gathering, company %ntranet etc. 1ostly they use all three 4ormal
4low o" (ommunication i.e., 7ownward, 8pward and 9ori+ontal 4low.
While communicating in"ormally, they pre"er ver!al communication
either !y phone or chatting. :n the other hand, they communicate
with the outside world through letters, "a5, phones, press releases,
advertisements, press con"erence and events, we!sites, audio;video
con"erence calls etc. 'hey usually write Good news messages , Bad
news messages , Persuasive messages , <outine messages ,
Goodwill messages and Promotional messages while
communicating with customers, vendors, stakeholders, distri!utors,
competitors, investors, &ournalists and community representatives.
'hey also use =ds and campaigns as a mean o" communication with
the e5ternal stakeholders. Grameenphone also have an open culture
where employees have right to participate !y giving their ideas,
views and suggestions. 'hey also have no separate o>ces "or their
employees, irrespective o" their designation. 'his culture promoted
!y Grameenphone is uni?ue in itsel" and help in eliminating one
man show "rom the organi+ation. 'hey go "or team work and group
decision making in order to have di3erent views, perception,
thoughts !ecause people "rom diverse culture with di3erent ideas
do make a di3erence.
Broad Objectives
'o relate theoretical learning ac?uired through classroom
study with that o" the real li"e !usiness situation.
'o "ul*ll re?uirement o" the Bus com) course.
'o discuss a!out a company pro*le and *gure out di3erent
managerial
@evels with organogram o" an e5isting organi+ation.
(Grameenphone)
'o understand how the communication systems o" 4inance,
%nnovation, 9<, (<1, 1arketing and di3erent departments o"
the organi+ation works.
7iscuss the nature o" communications in an organi+ational
setting, including communication Aows, channels, and
networks.
65plain !arriers to communication, and discuss the most
common types o" !arriers to group communication.
Specifc Objectives
'o provide an overview o" the host organi+ation ) know a!out
the communication system o" Grameenphone, its %nternal)
operational and its e5ternal process.
'o discuss a!out the importance o" communication process in
0ales and marketing department o" the organi+ation.
%denti"y the competitive advantages among GP B other
companies and try to give some suggestions that can help it
upgrade its communication system.
'he current study is signi*cant "or the "ollowing reasons:
Firstly, it will help the researcher to understand the overall
communication activities in the departments o" Grameenphone o"
Bangladesh.
Secondly, it will help to !etter understand o" the internal B e5ternal
communication structures o" Grameenphone "ollowing the chain o"
command.
Finally, it will help the "uture researcher "or "urther study in this
area and will provide more in"ormation "or these types o" research.
2
Scope of the Report
'he scope o" the study is limited within telecommunication !usiness
in Bangladesh. %t is also limited within the organi+ation o"
Grameenphone @td. and especially within communication system o"
the company.
(lassi*cation o" 7ata
Data Collection Method
(a) ri!ary so"rces

C 4ace to "ace conversation with customers and employees o"
Grameenphone.
:!servations
'elephone (onversations wit the employees
Duestionnaires

(b) Secondary So"rces
<e?uired in"ormation was collected mainly "rom the secondary
sources.
'he sources are:
C (ourse materials
C =rticles and !ooks related to communication systems
We!site o" Grameenphone @td.

Classifcation of Data
'he data collected can !e classi*ed as primary versus secondary
data. Primary data is gathered and assem!led speci*cally "or the
pro&ect part on hand. 0econdary data has already !een collected "or
purposes other than the pro!lem on hand.
%n this study, !oth primary and secondary data is used. 'he
secondary data a!out 9uman <esource 7epartment has !een
collected "rom e5ternal sources, such as we! sites and Books.
Data Collection Method
'he "ollowing methods were used to collect the re?uired in"ormation
"or the research:
3
7ocumentation: 7ocumentary in"ormation "or the study includes
written reports "rom events and administrative documents (annual
reports, proposals, progress reports, and internal documents).
4rom their o>cial we! site.
(on*dentiality o" data was the main constraint that was "aced
during the study.
=s a part o" the policy o" Grameenphone, some data that
could not !e used to enhance the parameter o" the analysis.
Because, maintaining the secrecy o" such data is important to
the organi+ationEs interest.
%t is too much di>cult to comment and suggest !ased on only
the little in"ormation that we could accumulate through our
research and in"ormation supplied !y the organi+ation.
Beside all the a!ove restraint, the lack o" e5perience on the
part o" the researcher in this *eld may have !ecome yet
another limiting "actor.
:ther limitations were
@ack o" concentration in *lling up the ?uestionnaire
(entrali+ed study
'ime as a constrain
4
5
Grameenphone @td is
now the leading
telecommunications
service provider in the
country with more
than 2 million
su!scri!ers as o" #une
2$.Presently, there
are a!out / million
telephone users in the
country, o" which, a
little over one million
are *5ed)phone users
and the rest mo!ile
phone su!scri!ers.
'hough
Grameenphone
received its @icense
on FGG- !ut they
stared their operation
on 2-th 1arch FGGH. 'otal %nvestment o" GP till 2H has !een B7'
F2 !illion and last year (2$) they invested another B7' 2H !illion
in the Bangladeshi market. 7irect 'a5, I=' and 7uties Paid in 2$
were B7' /F.H2. %t has a 0u!scri!er Base over 2F million. 'he
,etwork o3ered !y grameenphone is 67G6;GP<0 ena!led (covers
G$. o" population) .%t has a network coverage o" FF,$ !ase
stations (over -,$ sites) and the largest %0P over 2.J 1illion
67G6;GP<0 su!scri!ers.
0tarting its operations on 1arch 2-, FGGH, the %ndependence 7ay o"
Bangladesh, Grameenphone has come a long way. %t is a &oint
venture enterprise !etween 'elenor (-2.), the largest
telecommunications service provider in ,orway with mo!ile phone
operations in F2 other countries, and Grameen 'elecom (orporation
(/$.), a non)pro*t sister concern o" the internationally acclaimed
micro)credit pioneer Grameen Bank.
Grameenphone @imited
'ype @imited
4ounded FGGH
9ead?uarter
s
(ele!ration Point, <oad K
FF/ =, Plot / B
J, Gulshan,7haka, Banglades
h
Ley people :ddvar 9es&edal, (6:
%ndustry 1o!ile 'elecommunication
Products 'elephony, 67G6, G01
<evenue $GF1illion 807
,et income -,2/.$ 1illion 'aka
6mployees JJ2
We!site www.grameenphone.com
6
:ver the years, Grameenphone has always !een a pioneer in
introducing new products and services in the local market. GP was
the *rst company to introduce G01 technology in Bangladesh when
it launched its services in 1arch FGGH.'he technological know)how
and managerial e5pertise o" 'elenor has !een instrumental in
setting up such an international standard mo!ile phone operation in
Bangladesh. Being one o" the pioneers in developing the G01
service in 6urope, 'elenor has also helped to trans"er this knowledge
to the local employees over the years.
#ine of prod"cts and services of $ra!eenphone %
Mplore (designed "or Post paid with P0', connectivity)
0mile P0',( Prepaid with P0', connectivity)
7&uice(Prepaid with mo!ile to mo!ile connectivity targeted "or
youth generation
Business 0olutions Prepaid( Prepaid with P0', connectivity,
targeted "or
Business 0egment)
Business 0olutions Postpaid (Postpaid with P0', connectivity,
targeted "or
Business 0egment)
GP Pu!lic Phone (Pre)Paid with P0', connectivity, targeted "or
P(: segment)
Iillage Phone (Prepaid B Postpaid with P0', connectivity,
targeted "or village
users in a partnership with Grameen 'elecom)
7ata 0%1 (0pecially designed "or %nternet uses)
7
$ra!eenphone Divisions
%n #anuary 2G the management !rought some changes in the
organi+ational structure and responsi!ilities o" the concern
departments also changed in view o" need o" time. =s o" the recent
change, line "unction o" the company comprises o" N
&echnolo'y #ead by Frode Stodal
Mar(etin' #ead by &it"s Dan)
Co!!"nications #ead by R"baba Do*la)
Finance #ead by +rif +l ,sla!
Corporate +-airs #ead by +h!ed Raihan
Sha!si
."!an Reso"rces #ead by +rnfnn $roven
,nnovation Depart!ent #ead by Sa!i"l ,sla!
&echnolo'y Division
'echnology division o" GrameenPhone is lead !y 4rode 0todal.'he
department takes care o" network and technology !ased issues.
0ervers, !ase stations "or technical operation are managed !y them.
'hey also look a"ter the 0erver;Workstations, =lpha 0erver,
1ail;%nternet 0ystem and P=BM system. =ll internal and e5ternal
8
pro!lem regarding computer and network system are also under the
supervision o" technology division.
Mar(etin' Division/
'itus 7an is currently leading the most challenging and diversi*ed
department o" grameenphone limited. 0ales and customer service
commercial division is now under the supervision o" 1arketing
7ivision. 1arketing division has a huge impact on the over all
revenue generation and 0%1 selling. 'his is the department which
determines the latest needs and wants o" the su!scri!ers and acts
accordingly.
Co!!"nication
@ead !y <u!a!a 7owla, (ommunication division o" Grameenphone
takes care o" all communication related issues. 7epartments such as
coordination, corporate social responsi!ility, market communication
and pu!lic relation are under communication division. 'hey also
harmoni+e communication with GP !rand promise and !rand
elements to ensure tactical and strategic partner ac?uisition and
retention. :rgani+ing events and evaluation o" sponsorship proposal
are carried !y them too. 9andling media and communicating with
other organi+ations are under their responsi!ility. 'hey also take
care o" internal transport system o" the company.
Finance Division
=ri" =l %slam is in charge o" this division. 'his division deals with all
the *nancial related activities o" the company. Procurement
7epartment o" *nance is an integral part o" *nance division.
=ctivities such as *nancial planning and control, !udget and
!udgetary control, %P: and other GP share related issues are also
handled !y them.
Corporate +-airs
=hmed <aihan 0hamsi is looking a"ter the corporate a3airs division.
'his divisionEs &o! is to maintain !est possi!le relationship with
government and other strategic stakeholders. 'hey assist in
o!taining permissions ;approvals "rom di3erent government
organi+ations and assist on maintenance and updating o"
stakeholdersO directory. 'hey play an active part o" arranging
corporate events.
."!an Reso"rce Division
9
9uman <esources (9<) 7epartment led !y =rn*nn Groven.'his
department
plays a very vital role in the total organi+ational "unctioning o"
Grameenphone. @td. 6mployee recruitment, selection, trans"er,
promotion, per"ormance appraisal, needs and wants o" the
employees are taken care !y this department.
Grameenphone considers its employees to !e one o" its most
important assets. GP has an e5tensive employee !ene*t scheme in
place including Gratuity, Provident 4und, Group %nsurance, 4amily
9ealth %nsurance, 'ransportation 4acility, 7ay (are (entre,
(hildrenOs 6ducation 0upport, 9igher 6ducation 0upport "or
employees, in)house medical support and other initiatives.
10

11
%n the "ast)paced world o" telecommunications, vi!rant and dynamic
(orporate Governance practices through e3ective communications
are an essential ingredient to success. Grameenphone !elieves in
the continued improvement through !etter communication. 'his in
turn has led the (ompany to commit considera!le resources and
implement internationally accepted (orporate 0tandards in its day)
to)day operations.

Being a pu!lic limited company, the Board o" 7irectors o"
Grameenphone have a pivotal role to play in meeting all
stakeholdersE interests. 'he Board o" 7irectors and the 1anagement
'eam o" Grameenphone are committed to maintaining e3ective
(orporate Governance through a culture o" accounta!ility,
transparency, well)understood policies and procedures. 'he Board o"
7irectors and the 1anagement 'eam also persevere to maintain
compliance o" all laws o" Bangladesh and all internally documented
regulations, policies and procedures.
12
13
Grameenphone advocates open culture and is a *rm !elieves o"
"reedom "or its employees to share their ideas and encourages
creativity ; %nnovation. Grameenphone !elieves in e?uality and as
such promotes this trait !y issuing similar stationary and o>ce
supplies to all o" its employees.
14
(ommunication is li"e !lood o" every organi+ation. :rgani+ation
cannot "unction with out open and e3ective communication. %t
includes internal and e5ternal structure through which messages
pass and the way in"ormation is presented as well as the actual
content o" the messages themselves. Grameenphone uses a variety
o" "ormal and in"ormal "orms o" communication while e5changing
in"ormation with people inside and outside the organi+ation.
4ollowing are the methods used !y the Grameenphone while
communicating:
0) ,nternal co!!"nication
2. 12ternal co!!"nication
0) ,nternal co!!"nication
15
%nternal communication re"ers to the e5change in"ormation and
ideas with in an organi+ation. %n Grameenphone, mostly in"ormation
is e5changed internally !y e mail "a5, phone, and intra net.
%nternal communication helps employees to do their &o!s, develop a
clear sense o" an org mission and identi"y and react ?uickly to
potential pro!lems. 'o maintain a healthy Aow o" in"ormation with in
Grameenphone, communicators use !oth "ormal and in"ormal
channels.
For!al co!!"nication
Planned communication with in the organi+ation in the "orm o"
letters, reports, memo and emails, that "ollows the companyEs chain
o" command. Grameenphone also use the same tools while
communicating with in the organi+ation "ormally. 'hey mostly used
letters, memos, reports, e)mails and intra net. %n"ormation may
travel downward, upward and across the organi+ations "ormal
hierarchy. %t is more or less a paperless company when it comes to
communication. 1a5imum communication is done through their
data!ase system where they gather all the in"ormation needed and
with re?uirements employee collect data.
=s Grameenphone is a multinational company and has an open
cultural organi+ation, where employees have "ull independence to
share their ideas, plans, views and in"ormation, so they are "ollowing
all three types o" "ormal communication Aow with in the
organi+ation. 'he "ollowing are three main types o" "ormal
communication Aow:
a) Do*n*ard co!!"nication
b) 3p*ard co!!"nication
c) .ori4ontal co!!"nication
16
a) Do*n*ard co!!"nication
GrameenphoneEs :rgani+ational decisions are usually made at the
top and then Aow down to the people who will carry them out. %n
Grameenphone, when employees receive an appropriate downward
communication "rom management, they can !e !etter motivated
and more e>cient. 1oreover, not only they need clear &o! directions
!ut also "acts a!out organi+ational strategy, products and view
points on important controversial issues. When given the authority,
the employees o" Grameenphone can !e held accounta!le and
responsi!le "or their decisions.
b) 3p*ard co!!"nication
8pward internal communication has !ecome increasingly more
signi*cant in Grameenphone. 1any e5ecutives sincerely seek "rank
comments "rom their employees. 65ecutives o" Grameenphone
closely listen to opinions, complaints, pro!lems and suggestions
given !y their employees. 'hey !elieve that their employees would
"urnish them with accurate, timely reports, emerging trends,
opportunities "or improvement, grievances and per"ormance.
1anagers must learn whatEs going on in the organi+ation !ecause
they canEt !e everywhere at once. %n order to "ace glo!al
competition Grameenphone is developing new management style
which will make input "rom employees an integral part o" important
decisions
c) .ori4ontal Co!!"nication
@ike other organi+ations, Grameenphone is also having 9ori+ontal
(ommunication Aow i.e., "rom one department to another either
laterally or diagonally. 'his 9ori+ontal (ommunication helps
employees share in"ormation and coordinate tasks and it is also
essential in order to solve pro!lems, per"orm &o! duties, prepare "or
meetings and cooperate on important pro&ects.
1oreover, Grameenphone is using all the three communication
Aows including 6mails, 4a5, %ntranet (We! portal), (ompany %ntranet
and etc, !ut the most pre"era!le and "easi!le way o" communication
with others used !y Grameenphone is through 6)mails. 'he reason
is that as in modern world companies are trans"orming themselves
to :nline (ommunication ,etwork and paperless environment, so
they usually communicate through 6)mails and also it proves to !e a
written document "or the company. %n Grameenphone irrespective o"
designation, emails are sent to every employee so that they can !e
indulged in companyEs work and also know the current situation o"
the company.
17
,nfor!al Co!!"nication
Grameenphone in"ormal communication network or grapevine
"ollows the path o" casual conversation B has no set Aow pattern.
(ommunication !etween organi+ations B outside world can !e as
in"ormal as talking with a customer or letting your appearance
transmit an impression o" your organi+ation. =s people go a!out
their work, they have casual conversations with their "riends in the
o>ce. 6liminating the grapevine is virtually impossi!le. =!out $.
o" the in"ormation that travels along the grapevine pertains to
!usiness. =part "rom all a!ove method o" communication,
Grameenphone is also emphasi+ing on Ier!al (ommunication
among the employees.
5) 12ternal Co!!"nication
'he 65ternal communication links the organi+ation with the outside
world o" customers, suppliers, competitors and investors.
Grameenphone have an e3ective communication with people
outside the organi+ation that helps in creating a good reputation
and have a positive impact on its ultimate success. Grameenphone
have created its goodwill in a very short span o" time &ust !ecause
o" its e3ective e5ternal communication with its customers, which in
result created a desire "or GrameenphoneEs product or service, and
encourage the decision o" its customers. =s there are two main
types o" communication used !y the organi+ations "or e3ective
e5ternal communication
a) For!al 12ternal Co!!"nication
b) ,nfor!al 12ternal Co!!"nication
Grameenphone pre"ers "ormal e5ternal communication while
communicating e5ternally. =s in the e5ternal environment the words
speak "or its organi+ation. 0o they use "ormal language, which will
enhance the goodwill o" the organi+ation. Grameenphone is using
e5ternal communication to create a "avora!le impression, !ecause
care"ully constructed oral presentations, emails and we!sites will
convey an important message to outsiders a!out the ?uality o"
Grameenphone. %n order to minimi+e the impact o" any crisis e5pert
communicators in Grameenphone advise managers to communicate
honestly, openly and o"ten. :therwise the crisis can destroy
GrameenphoneEs image, reputation, drain its *nancial strength and
ultimately result in negative pu!licity.

18
'here are di3erent types o" !usiness message which are used !y
Grameenphone to convey in"ormation to the customers. Basically
the purpose o" writing letter is to convey your idea to the customers
rather than to impress them. 'o compete "or attention the !usiness
messages are purpose"ul, audience centered and concise.
&ypes of Messa'es
Good news messages
Goodwill messages
Bad news messages
Persuasive messages
Promotional messages
Good ,ews 1essages
Communication system
Internal communication External communication
Formal
Communication
Formal Informal
Upward
Flow
Downward
Flow
Horizontal
Flow
19
= message that will receive a "avora!le or neutral reaction "rom
reader is usually easy to write !ecause such a message tells the
reader something pleasant or o3ers use"ul in"ormation. 'hese
messages are generally organi+ed !y direct approach also known as
good news plan. %n order to !uild good will, Grameenphone replies
to all reasona!le re?uests courteously, help"ully and promptly.
Goodwill 1essages
Goodwill messages are important "or !uilding relationship with
customers, customers who are more !rand conscious.
Grameenphone try to satis"y its customers in such a way, that they
may increase the reputation o" the company.
Bad ,ews 1essages
When message is a negative, then analysis !ecome e5tremely
important. Grameenphone !elieves that !ad news messages should
!e sent and written rather communicating "ace to "ace or in a ?uick
phone call. While writing a !ad news messages Grameenphone do
give concentration that the "acts and *gure should !e e5plained in
details. 'here should not !e any incomplete in"ormation.
Grameenphone also look upon in maintaining a good and healthy
relationship with their customers so while writing !ad news
messages they take care o" this "act.
Persuasive 1essages
'he main aim o" persuasive messages is to inAuence the audience
who are inclined to resist. 'here"ore, Grameenphone when writing
persuasive messages, generally they are longer, more detailed and
o"ten depend heavily on strategic planning. Grameenphone while
writing persuasive messages make sure that purpose is perhaps the
most important planning task.
Promotional 1essages
20
'he main emphasis o" the promotional message is to enhance the
sale o" the organi+ation. Grameenphone while writing promotional
messages keep the audience centered approach. 'he main sources
"or Grameenphone in order to promote its product are 'I
commercials, news papers, !ill !oards and internet. Promotional
messages o" Grameenphone are designed in a way that helps them
indulging their customers to !uy their products and services.
'he 1arketing team also consists o" several teams, which includes
P< B (ommunications, I=0, @oyalty B <etention and %nternational
<oaming (%<). 'he teams all report to :mer <ashid, the 1arketing
7irector.
'he @oyalty B <etention team is responsi!le "or the designing o" the
special o3ers launched "rom time to time in an attempt either to
increase customer !ase or to increase =<P8. 'he I=0 division is
responsi!le "or the continuously adding valua!le services to provide
a complete solution to e5isting customers, "or e5ample, "or making
con"erence calling B ring tone;logo downloads possi!le. 'hese two
teams together are in charge o" making the customers e5perience
with our network more satis"ying.
P< B (ommunication is responsi!le "or designing and developing all
promotional materials "or the marketing o" any new
product;package and any other activities. 'hey coordinate and work
directly with the advertising agency and other vendors. While other
companies have an entire department "or promotions and !randing,
at Grameenphone this division, consisting o" only a hand"ul o"
people is responsi!le "or this task.
=lthough Grameenphone does not have any %nternational <oaming
"acility now, this team is working on developing the service soon "or
post)paid su!scri!ers.
P< B communications department
'he P< B (ommunication 7epartment o" Grameenphone plays the
key roll o" advertisement, pu!lic communication, promotion, event
management, sponsorship, visi!ility B others. 'he department is
consists o" total F/ mem!ers leaded !y one senior manager who
has vast e5perience in P< B (omm. activities.
21
%mportance o" P<
While the pu!lic part implies inclusion o" things like pu!lic a3airs,
community relations, investor relations, pu!lic press con"erences,
media events, internal communications and crisis communications,
it also involves a lot o" !ehind)the)scenes, non)pu!lic activity. %t
could involve simply the writing o" a press release, !ut it could also
involve coordinating media contacts "or an event or con"erence,
securing credentials, lo!!ying "or article placement and the like.
0ometimes pu!lic relation is an e3ort to inAuence the pu!lic. 'his is
especially true "or political action groups, associations and other
groups. 0ometimes pu!lic relation is community relations. #ust look
around your own community to see how many companies and
organi+ations have a community a3airs initiative or a person in
charge with a related title. %n larger, pu!licly held *rms, this person
is sometimes the director o" investor relations. %nvestors are a pu!lic
entity, so in this case pu!lic relation is appropriate.
What the pu!lic wants to hear is a good story. Good P< is the telling
o" a good story. 'he !etter the story, the !etter the acceptance !y
the pu!lic and the !etter the pu!lic relations, o" course i" the story is
especially appealing to those that could !e your clients, then you
could have a P< homerun. %n this case, it is communication with
your target market that may or may not !e very pu!lic.
P<Os importance is changing, according to 'he 4all o" =dvertising
and the <ise o" P< (9arperBusiness). =merican marketing strategists
=l and @aura <ies argue that pu!lic relations has !ecome the most
e3ective way to !uild a !rand. Well)known !rands like 'he Body
0hop, Play0tation and 9arry Potter spend little on !rand)name
advertising. 'he same is true "or many entrepreneurial companies
like yours. Business owners !ecome known in their respective *elds
o" concentration many times through pu!lic relations and the
associated media generated.
P< is communication in many ways with your target market. 1ay!e
instead o" pu!lic relations we ought to call it target market relations
22
or '1<. Pou may !e communicating a!out a new product, spreading
news a!out your company or making a ma&or announcement. Pou
want to communicate pu!licly, !ut the only people you care a!out
are potential prospects, customers or investors, in the case o" a
partnership or a pu!lic company. :ne e5ception may !e
communication to a group that you are trying to inAuence "or the
!est interest o" your company and target market. =n e5ample o" this
is lo!!ying government.
7e*ne what your pu!lic or target is in your pu!lic relations e3ort.
'his is !est done !y de*ning your target market and then any su!)
segment. @ining up pu!lications and !roadcasts with the market and
the segments will de*ne what the pu!lic is "or your pu!lic
relations .'he !ottom line is to get word out a!out you, your
company, your products and services to those who could potentially
!uy "rom you. Pu!lic relation is &ust one part o" marketing, as
marketing is made up o" many things. 'he good news a!out P< is
the cost and the e3ectiveness when itOs in "ront o" your target
market.
+ctivities of R 6 Co!!) depart!ent in
$ra!eenphone
7i3erent types o" activities are !een conducted in this department.
4or each o" the activity senior e5ecutives works along with his;her
deputy. 'he overall control o" the department is with the
departmental head
Brie" organi+ation chart o" P< B (omm.
C"rrently there been nine (7) activities are done by the
depart!ent of R 6 Co!!) +ctivity 8a!e
0) O"tdoor9:isibility
5) &:
;) ress 6 "blications
<) 1vents 6 Sponsorship
=) Radio +d
>) os Materials
?) $ift ,te!s
@) Aeb Based Co!!"nications
7) Others
Press con"erence "or corporate signing and press release o" any
activities are also part o" P< and (ommunication department &o!.
23
0) O"tdoor9visibility
=ll sorts o" Bill!oard, posters, "estoons, placard comes under this
heading. Grameenphone !ill!oard now can !e "ound almost
everywhere in Bangladesh. 'he !rand name is now so popular that
only !y seeing the tiger strips people understand it is
Grameenphone. ,ew concepts like shop marker, shop sign are also
!een used "or advertisement purpose. =lmost /. (P< B (omm.
data !ase, 2-) o" the total P< B (omm. e5penses are !een spent
on visi!ility. 0uppliers like 0ignage, 1egna =rt, B =<key works "or
the outdoor activities.
5) &elevision co!!ercials
'elevision commercial is a very important means o" communication
in this electronic world. ,ow people spent a good amount o" his;her
time watching 'I. 1any television commercials "eature catchy
&ingles (songs or melodies) or catch)phrases that generate sustained
appeal, which may remain in the minds o" television viewers long
a"ter the span o" the advertising campaign.
e.g. 9a!i!Es tune "or Grameenphonecommercials. 0ome o" these ad
&ingles or catch)phrases may take on lives o" their own, spawning
gags or Qri3sQ that may appear in other "orms o" media, such as
comedy movies or television variety shows, or in written media,
such as maga+ine comics or literature.
=nimation is o"ten used in commercials. 'echni?ues can vary "rom
hand)drawn traditional animation to di3erent "orms o" computer
animation. By using animated characters, a commercial may have a
certain appeal that is di>cult to achieve with actors or mere product
24
displays. 4or this reason, an animated commercial (or a series o"
such commercials) can !e very long)running, several decades in
many instances. 0o in order to communicate people properly 'I
commercial is a mast "or a mo!ile company. @ike the competitors
Grameenphone also has series o" 'I ads "or its di3erent sorts o"
packages and I=0 services. (urrently 'I commercials are !een
shown in (hannel %, =', Bangla, ,'I, <'I, B (hannel F. =mong
these channels =', Bangla, B (hannel % work orders are done !y
agency %nterspeed =dvertising @td.
5) ress 6 p"blications
Grameenphone spent ma5imum amount in 1arch 2- among the
other mo!ile phone operators in Bangladesh. =nd the amount is
a!out F.FH million B7'. 'o !e more speci*c on in the %ndependence
7ay the Grameenphone color ad went to 22 daily newspapers which
cost the company 2.- million "or only one day. =d also goes to
di3erent types o" maga+ines also. =ccording to a internal research o"
Grameenphone the ma5imum attention o" the customer is gained
"rom the Press B pu!lications.
Whole press work is done !y the ad agency %nterspeed =dvertising
@td. 'he press layout, idea generation, B guidance all !een taken
care !y the agency. 4or this service the agency gets J. commission
with every work order.
;) Radio ad
very recently Grameenphone start giving ads in the radio in order to
target the customers in the rural places. 'he concept o" radio ad
already !een praised among the di3erent rural customer groups
(1arket intelligence report, =pril FH, 2-)
<) 1vents 6 sponsorship
4or the Pohela Boishak F2F/ Grameenphone had F events in all
over the country. 6vents like 7haka 8niversity Branding (in "ront o"
(harukola road), 0howrowardi 8ddan Branding, musical event at
0ohid 1inar, 4antasy kingdom concert, water kingdom concert are
"ew o" the events o" Pohela Boishak F2F/. 6vents are run "or
pu!licity o" the company.
7uring the event and sponsorship kiosk (= small open ga+e!o or
pavilion.) is installed to provide Pos materials to the customers. %n
addition, 0%1 cards are also !een sold at the kiosk in the event
spots.
Grameenphone 'iger (up (Bangladesh vs. Lenya) is one o" the
success"ul sponsorship ventures o" Grameenphone. :ther then this
=4( cup, %GP ka!adi tournament, and Pro"essional 0chool 4oot!all
(hampionship at 0ylhet are "ew o" other recent sponsorship
programs o" the company. Iery month many school, colleges,
25
university, organi+ationEs events are !een sponsored !y the
company. 'his has !een done to improve the P< and increment
!rand awareness.
=) os !aterials
P:0 materials mean Point o" 0ale 1aterials. =ll sorts o" leaAet, 'ari3
card, printing materials comes under these criteria. Pos materials
mainly help the customer to understand the product B services
o3ered !y the parent company. 'hese leaAets provide detail
e5planation o" the services o3ered !y the operator.
>) $ift ite!s
di3erent types o" gi"t items are given to the clients and employees
o" Grameenphone. Gi"t items like key ring, pen, (7, 0how piece,
calendar, 7iary, watch, 1ug, ')shirt, B #acket produced "or the
clients. =ll the gi"t items are marked with Grameenphone logo. 'he
gi"t item helps the company in pu!lic relation and also helps in
di3using the !rand name towards the customers.
?) Aeb based co!!"nications
=dvertisement o" Grameenphone in the renowned we! sites is also
!een conducted. We! site like www.tigerscricket.com , and
www.!angladeshin"o.com are "ew e5amples o" we! !ase ad
campaign o" Grameenphone.
@) Charity activity by $ra!eenphone
Working with di3erent agencies: =s earlier told, P< B comm.
activities are very vast re?uiring a lot o" manpower. 0o most o" the
activities are run through di3erent add agencies. =gencies do the
&o! "or the company in return they get a commission amounted J.
to FJ. depending on the su!&ect matter.
'he main agencies o" Grameenphone are %nterspeed =dvertising
@td., 1arket =ccess Providers @td., and =siatic 1ind0hare @td.
(learly, the task o" preparing and su!mitting a *nished sales report
doesnEt re?uire the same kinds o" communication skills as talking on
the phone with a classmate. ,o matter what your RworkstationS
happens to !eTwhether your workplace o>ce or your kitchen ta!le
TyouEre per"orming the task o" preparing that sales report in an
organi+ational setting. PouEre still a sender trans"erring in"ormation
to a receiver, !ut the organi+ational conte5t o" the task re?uires you
to consider di3erent "actors "or success in communicating
e3ectively (including !arriers to success).
26
Co!!"nication Flo*s
9ereEs another way o" thinking a!out communication in an
organi+ational setting. @etEs assume that you and the classmate you
called on the phone are on roughly e?ual "ootingTyouEre !oth
&uniors, your grades in the class are a!out the same, and so "orth.
Pour phone conversation, there"ore, is RlateralS: Pou !elong to the
same group (your accounting class), and your group activities take
place on the same level.
(ommunication may also Aow laterally in organi+ational settings (as
it does !etween you and your classmate), !ut more o"ten it Aows up
or down. 'ake a look at =s you can see, weEve added a "ew lines to
show the three directions in which communications can Aow in a
typical organi+ation
=s the term suggestsU
Do*n*ard co!!"nication
downward communication .(ommunication Aow "rom higher to
lower organi+ational levels. Aows "rom higher organi+ational
levels (supervisors) to lower organi+ational levels (su!ordinates).
3p*ard co!!"nication
upward (ommunication Aow "rom lower to higher organi+ational
levels. Aows "rom lower to higher organi+ational levels.
#ateral (or hori4ontal) co!!"nication
lateral (or hori+ontal) communication .(ommunication Aow
across the organi+ation, among personnel on the same level.
4lows across the organi+ation, among personnel on the same
level.
Pour !ossEs re?uest "or a sales report is an instance o" downward
communication, and when youEve *nished and su!mitted it, you will
have completed a task o" upward communication.
4igure ) 4ormal (ommunication 4lows
27
+dvanta'es of Co!!"nication Flo*s
,aturally, each o" these di3erent directional Aows has its "unctions
and advantages. 7ownward communication, "or e5ample, is
appropriate "or giving instructions or directionsTtelling people what
to do. (=s a goal o" communication, !y the way, giving orders isnEt
as one)sided as it may seem. :ne o" the things that employeeTthe
receiversTmost want to know is: What, e5actly, does my &o! entailV
@ike a sales report, upward communication usually provides
managers with in"ormation that they need "or making decisions, !ut
itEs also the vehicle "or new ideas, suggestions, and complaints.
9ori+ontal communication supports e3orts to coordinate tasks and
otherwise help people work together.
Disadvanta'es of Co!!"nication Flo*s
=nd, o" course, each type o" Aow has its disadvantages. =s
in"ormation seeps downward, "or instance, it tends to lose some o"
its original clarity and o"ten !ecomes distorted or downright wrong.
('his is especially true when itEs delivered orally.) %n addition, unlike
7onald 'rump, most people who are responsi!le "or using downward
communication donEt like delivering !ad news (such as RPouEre *redS
or, more commonly, RPour &o! is !eing phased outS)U as a result, !ad
newsTincluding !ad news that happens to !e important newsTis
o"ten ignored or disguised. 'he same thing may happen when !ad
newsTsay, a negative status reportTmust !e sent upward.
4inally, while hori+ontal Aows are valua!le "or promoting
cooperation, they can also !e used to engage in conAictT"or
instance, !etween two departments competing "or the same
organi+ational resources. 'he pro!lem is especially !ad when such
hori+ontal communications !reach o>cial upward or downward lines
o" communication, thus !ypassing managers who might !e a!le to
resolve the conAict.
28
4igure R(hannels o" (ommunicationS summari+es two additional
sets o"
characteristics o" organi+ational communicationTinternal and
e5ternal channels and "ormal and in"ormal channels. %nternal
communication internal communication (hannel !y which
communication is shared !y people at all levels within a company. is
shared !y people at all levels within a company. 65ternal
communication e5ternal communication (hannel through which
communication occurs !etween parties inside a company and
parties outside it. occurs !etween parties inside a company and
parties outside the company, such as suppliers, customers, and
investors. Both internal and e5ternal "orms o" communication
include everything "rom "ormal e)mail and o>cial reports to "ace)to)
"ace conversations and casual phone calls. 65ternal communication
also takes such "orms as customer and supplier We! sites, news
releases, and advertising. 4igure ) (hannels o" (ommunication
&he For!al Co!!"nication 8et*or(
=n organi+ationEs "ormal communication network "ormal
communication network. ,etwork consisting o" all communications
that Aow along an organi+ationEs o>cial lines o" authority. consists
o" all communications that Aow along its o>cial lines o" authority.
@ook again at 4igure ) R4ormal (ommunication 4lowsS. Because it
incorporates the organi+ation chart that shows the companyEs lines
o" authorityT9ere we can see that the reporting relationships in
?uestion consist o" upward communication "rom su!ordinates to
superiors. %n reporting to the operations manager, "or e5ample, the
note)takersE supervisor communicates upward. (onversely, when
the note)takersE manager needs to give direction to note takers, she
will use downward communication. %" the note)takersE manager and
the copiersE manager must get together to prepare a &oint report "or
the operations manager, theyEll engage in lateral communication. %n
short, an organi+ationEs "ormal communication network is !asically
29
the same thing as its network o" reporting relationships and lines o"
authority.
&he ,nfor!al Co!!"nication 8et*or(
6very company also has an in"ormal communication network (or
grapevine)in"ormal communication network (or grapevine),etwork
that carries in"ormation whenever two or more employees get
together and start talking a!out the company and their &o!s., which
goes to work whenever two or more employees get together and
start talking a!out the company and their &o!s. %n"ormal
communication can take place &ust a!out anywhere (in one personEs
cu!icle, in the ca"eteria, on the gol" course) and !y &ust a!out any
means (phone, e)mail, instant messaging, and "ace)to)"ace
conversation).
'hough itEs sometimes called the grapevine, an in"ormal network is
an e5tremely important communication channel. WhyV 4or the
simple reason that itEs typically widespread and can rarely !e
prevented, even i" itEs not o>cially sanctioned !y the companyT
indeed, even when the company tries to discourage or !ypass it.
8no>cial in"ormation crosses virtually every !oundary drawn !y a
*rmEs organi+ation chart, reaching out and touching everyone in the
organi+ation, and whatEs more, it travels a lot "aster than o>cial
in"ormation.
roble!s *ith the Flo* of ,nfor!ation thro"'h ,nfor!al
Channels
'he downside o" Runo>cialS in"ormation should !e o!vious. Because
much o" it is communicated orally, itEs likely to get distorted and
o"ten degenerates into outright misin"ormation. 0ay, "or e5ample,
that a rumor a!out layo3s gets started in your workplace. =s more
than one manager will veri"y, such rumors can do more damage
than the reality. 1orale may plummet and productivity wonEt !e "ar
!ehind. Ialua!le employees may a!andon ship (needlessly, i" the
rumors are "alse).
=nd imagine what can happen i" in"ormal in"ormation gets outside
the organi+ation. %n the FGHs, (hicago)area 1c7onaldEs outlets
"ound themselves *ghting rumors a!out worms in their ham!urgers.
:ver the years, (oca)(ola has had to *ght rumors a!out terrorists
&oining its organi+ation, su!versive messages concealed in its la!el,
and hyperacidity ("alse rumors that (oke causes osteoporosis and
makes a good pesticide and an e?ually good spermicidal).
Barriers to Co!!"nication
By !arriers we mean anything that prevents people "rom
communicating as e3ectively as possi!le. ,oise, "or e5ample, can
!e a !arrier to communicationU i" you and other team mem!ers are
30
mum!ling among yourselves while your team leader is trying to
e5plain task assignmentsU youEre putting up a !arrier to group
communication. =s a matter o" "act, youEre putting up two !arriers:
%n addition to creating noise, youEre "ailing to listen. =!out $
percent o" top e5ecutives say that learning to listen is the most
important skill in getting things done in the workplace, and as
President (alvin (oolidge once remarked, R,o man ever listened
himsel" out o" a &o!.S Business people who donEt listen risk o3ending
others or misinterpreting what theyEre saying.
'wo 'ypes o" Barriers
4igure $.F.
'hough developed to improve communication, in some cases cell
phones can create a !arrier.
=s "or creating unnecessary ver!al noise and "ailing to listen, we can
pro!a!ly chalk them up to poor communication ha!its (or may!e
the same ha!it, "or as legendary management e5pert Peter 7rucker
argues, R@istening is not a skillU it is a discipline. =ll you have to do is
keep your mouth shutS). %n the rest o" this section, weEll overlook
personal !arriers to communication and concentrate instead on two
types o" !arriers that are encountered !y groups o" people,
sometimes large and sometimes small, working toward
organi+ational goals.
C"lt"ral Barriers
(ultural (sometimes called cultural *lters) Barriers that result "rom
di3erences among people o" di3erent cultures., which are
sometimes called cultural *lters, are the !arriers that result "rom
di3erences among people o" di3erent cultures. 65perts and
managers agree that cultural diversity in the workplace can and
should !e a signi*cant asset: %t !roadens the perspectives "rom
which groups approach pro!lems, gives them "resh ideas, and
sparks their creativityU it also gives organi+ations an advantage in
connecting with diverse customer !ases. ,one o" these advantages,
though, magically appears simply !ecause workplace diversity
31
increases. 'o the contrary: =s diversity increases, so does the
possi!ility that a group will !e composed o" people who have
di3erent attitudes and di3erent ways o" e5pressing them.
%" it hasnEt happened already, "or e5ample, one o" these days youEll
*nd yoursel" having a work)related conversation with a mem!er o"
the opposite se5. %" the conversation doesnEt go as smoothly as
youEd e5pected, thereEs a good reason: 1en and women in the
workplace donEt communicate the same way. =ccording to =merican
linguist 7e!orah 'annen, men tend to assert their status, to e5ert
con*dence, and to regard asking ?uestions as a sign o" weakness.
Women, in contrast, tend to "oster positive interrelationships, to
restrain e5pressions o" con*dence, and to ask ?uestions with no
trou!le.
%t really doesnEt matter which RstyleS (i" either) is !etter suited to
making a conversation more productive. 'wo points, however, are
clear:
6ven i" two people o" the opposite se5 enter a conversation with
virtually identical viewpoints, their di3erent styles o" e5pressing
themselves might very well present a !arrier to their reaching an
agreement. 1uch the same can !e said o" di3erences in style
arising "rom other cultural *lters, such as ethnicity, education, age,
and e5perience.
Workplace conversations can !e tricky to negotiate, yet thereEs no
escaping them. @ike li"e in the outside world, o!serves 'annen, li"e in
the workplace Ris a matter o" dealing with peopleWand that means
a series o" conversations.S 'hatEs also why surveys continue to show
that managers regard the a!ility to communicate "ace to "ace as a
key "actor in an employeeEs promota!ility.
F"nctional Barriers
@etEs return "or a moment toTone that groups together people who
have compara!le skills and per"orm similar tasks. ,ote, however,
that in setting up this "orm o" organi+ation "or our hypothetical
company, we "ound it necessary to insert two layers o" management
("our "unctional managers and two &o! supervisors) !etween our
owner;president and our lowest)level employees. %n this respect, our
structure shares certain characteristics with another "orm o"
organi+ationTdivisional, which groups people into units that are
more or less sel")contained and that are largely accounta!le "or their
own per"ormance.
What does all this have to do with !arriers to communicationV
0imply this: 'he more Rdivisionali+edS an organi+ation !ecomes, the
more likely it will !e to encounter communication !arriers.
4igure X 4unctional Barriers to (ommunication
32
6ach technical pro!lemTeach pro!lem that arises !ecause o"
di3erences in team mem!ersE knowledge and e5pertiseT!ecomes a
pro!lem in communication. %n addition, communicating as a
mem!er o" a team o!viously re?uires much more than e5plaining
the limitations o" someone elseEs pro"essional e5pertise. :nce
theyEve sur"aced, technical and other pro!lems have to !e resolved
Ta process that will inevita!ly re?uire even more communication.
=s weEve seen in this part o" the chapter, improving communication
is a top priority "or most organi+ations ("or one thing, developing a
team)!ased environment is otherwise impossi!le), and the ongoing
task o" improving communication is pretty much the same thing as
the ongoing task o" overcoming !arriers to it.
33
Findin's abo"t the Co!!"nication syste! of $
%n 1anagement system o" Grameenphone @td the decision
making power is centrali+ed and its communication channels
Aows downward mostly in matters o" orders, changes, ma&or
decisions and so on.
'he employees are more or less "ormal in their getup with the
re?uirements o" the dayEs works.
'he 9igher authority maintains a signi*cant distance yet they
are very much cordial and "riendly inside the o>ce and their
ver!al communication is ?uite polite with others.
(hain o" command is "ollowed very much strictly in case o"
decision making and ordering or even in the process o"
reporting a!out any new updates.
=ll in"ormation o" Grameenphone is kept in their data!ase and
employees can access them with their %ndividual GP email
address and passwords with individual identi*cation num!ers.
'heir total communication system is we! !ased and
automated.
'he so"tware is called 6P< which is provided !y the 'elenor
(ompany. %t works with in the country as a private
metropolitan network only "or GP employees and associates "or
coordination among the di3erent o>ces in di3erent areas.
(ustomers are in"ormed o" any new o3er through 010 initially.
34
%n case o" e5ternal communication with distri!utors GP uses
written communication i" they need any "arther paper dealings.
(@etter 9ead)
6very sector has its own teamU they communicate mainly
through email and phone.
GP is mainly a paperless company .=ll their in"ormation is kept
in their own server and data!ase "rom where every employee
can get their re?uired in"ormation.
6very employee "rom technical person to the highest o>cials
everyone has a supervisor, who supervises his every step in
working. 4or e5ample) i" there is any e)mail is !eing sent to
another person then (( o" that email has to !e sent to the
supervisor. 'hatEs how the communication Aows.
%n gp o>ce the in the internal communication process every
one addresses each other as RBhaiyaS or R=puS. 'here is no
Boss or 0ir in the addressing within the same levels and even
with some higher levels .
%n GP every thing is customer "ocused. =ny communication
that GP dose in mass media is always has one motive to
inspire the customers.
'he dresses up o" the employees depend on their work
category.
'he managing directorsE team is always "ormal in get up and
also in their approaches toward employees.
(6: is the supervisor o" other department heads. 'he tenure
o" manager is *5ed.
35
'he !asic ma&or decisions are taken !y the !oard o" directors,
stakeholders and management team altogether.
'elenor is the mother company and the (6: is recruited !y
them. 'elenor can communicate with any employee associated
with GP at any time i" they want to.
Board o" directors can choose their (6: ((hie" e5ecutive
o>cer) "rom out side the country "or the !est interest o" the
company.
'he works are done in a pro&ect !asis manner.
Gp cele!rates Gp nights and arranges cultural programs "or
occasions like pohela !aishak , new year , etc. %tEs a gathering
o" all the team mem!ers en&oying all together.
Per"ormance evaluation is done every three months. 'he
competition is very tough. %" someone is not doing his &o!
properly then he is "aced with "ace to "ace conversation with
the 7epartment head and his &o! is at stake.

%t is clear that the cellular market o" Bangladesh is
growing rapidly and "ar "rom the saturation point. 0eeing
the opportunity, several "oreign mo!ile telephony
operators such as Grameenphone have recently
invested numerously. Grameenphone in order to earn
goodwill has to provide ?uality services to attract
customers in BangladeshEs mo!ile market. 'here are
certain hurdles i.e., tough competition with competitors,
coverage area, which Grameenphone has to overcome.
Grameenphone has to provide more suita!le calling
packages to their customers to gain the share in market
and to surpass the competitors. :ther challenges "or
36
Grameenphone may come "rom as there lacks strong,
sta!le legal B regulatory "ramework in Bangladesh. 'he
un"amiliar !usiness practices such as corruptions,
management style, and i" they overlook these
dimensions i.e., %ndividualism;collectivism, power
distance, uncertainty avoidance, and
masculinity;"emininity, then they canEt e5cel in
Bangladesh market.
=t the end, we hope that Grameenphone is well aware
o" these cultural, economical, and political issues as it
has got investments mainly in developing nations like
Bangladesh.
8sing the grapevine network more e3ectively to !etter
understand and evaluate the internal environment.

O"ten thought o" as an unproductive gossip tool, there is
another side o" a grapevine in the organi+ations that can play
an integral part o" a organi+ationsO communications strategy
and ?uickly "eed in"ormation across the organi+ation structure.
=!out QgrapevinesQ
'hey will always e5ist in organi+ations.
'hey can !e used to *ll in in"ormation gaps.
'hey tend to !e more active during periods o" change.
=!out $. o" topics are !usiness related.
=!out H)G. o" details o" grapevine are accurate.
%n this changing environment !ased on this research on
Grameenphone the "ollowing recommendations are
suggested "or the P< and communication departments.
'hese recommendations will de*nitely improve the overall
company image i" implemented e>ciently.
'I ads should provide clear message along with very
attractive visual and sound.
Press ad should !e communicated with proper message.
'he understanda!ility o" the reader should !e
concentrated. %" the target market does not understand the
product ad is "or them then there is no use o" it.
:utdoor ads should communicate the message along with
visi!ility that can !e understanda!le even to those people
37
who do not understand the message. 6.g. Bangladesh
Grameenphone ad having with Bangladesh 1ap
GP using the networking server that is provided
!y the B''B. 'hey donEt have their own server.
0o they can start setting up their own server to
ensure continual communication with 'elenor
and GPEs internal data!ases.
1aking communication with Gp "or personal
in"ormation charges "ree "or customers on
mo!ile.
%n"ormal communication should !e made more
dynamic and versatile.
'hey can create customer portal "or !etter
communication with them.
=ll the in"ormation a!out all the pre)paid and
post paid packages should !e made availa!le on
internet.
'he we! site has to !e updated regularly.
'hey can start using !angle 010 to rural users.
GrameenPhone Ltd is still a rowin company! in spite of all the success it
has achie"ed so far# It holds $ind of a monopoly position in the mo%ile
telecommunications mar$et# Howe"er! it cannot afford to et complacent#
Competition is always on the loo$out for new ideas and schemes# In order to
38
maintain its num%er one position in the mar$et! it is imperati"e that GP focus
on the people who matter most to the companies& the people# 'ow the
"arious dealers! distri%utors! outlets! and(or aents are GP)s representati"es
to the people# It is the impression that these indi"iduals create that will
influence people)s impression of GP# It is thus hihly important for GP to act
fa"ora%ly towards these indi"iduals! i"e them as much support and
assistance as possi%le# GP must ma$e time to hear the feelins and "iews of
these indi"iduals#
In order to %e a successful company! GP must ta$e care of all its employees!
no matter how small they are# It is these employees that ma$e up GP# GP
must ma$e it so that these dealers and aents can proudly say that they
%elon to the family of GrameenPhone#
In the conte5t o" service oriented organi+ation activities o" P< and
communication department has great importance in the service
marketing to ensure the market share, customer loyalty, and the
service ?uality. 'here"ore, "rom this study GrameenphoneY can get
the indications on which o" the issues they have to pay more
attention to hold the market share, to raise it and to increase the
pu!lic relation. 4inally, this research will encourage "urther study
and use"ul guidelines "or these types o" researches
+ppendi2es
39
4ormat o" memo with @etter head o" GPXsample version
Date : 11
th
October 2010.

To Dear Sir/Madam
Thi! i! to i"#orm that $e ha%e #i"a&i'ed a "e$ tari## !tr(ct(re ba!ed ()o" the
)re%io(!&* +athered !tati!tic! o# c(!tomer!, re-(ireme"t!.
.e the i""o%atio" de)artme"t re-(e!t to a"a&*'e thi! tari## !tr(ct(re a"d +i%e
a))ro%a& accordi"+&* !o the #i"a"ce de)artme"t ca" !tart $or/i"+ o" it.
Tha"/i"+ *o(.
000000000000000000000
Innovation Department Department Head Board of Director

Address :
Grameenphone Ltd.Telephone:+880--!88!!0" #a$:+880--!88!%0"
&ele'ration point" plot ( )*+",oad( --).A"G/lshan-"Dha0a"Ban1ladesh
222.1rameenphone.com
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a) Process o" error correcting in the !illing
system
41
Bibliography
References:
Books:
Lesikar.Pettit .(2003),Business Communication; .!.".B.#
P$blishers%&istrib$ters, !n'ia.
(herrington, &a)i' *. (+,,-). The Management of Human
Resources. .ngle/oo' (liffs, 0*: Prentice12all.
3ra4eenphone nn$al Reports
5ebsites
1///.gra4eenphone.co4
1///.ans/ers.co4
1///.google.co4
& GP folder *!nfor4ation !:6 (o4pany Policy6 2R co44$nication)
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