Executive Summary:

Telesales is a type of telemarketing which uses Telecallers who call on the telephone to sell
directly company's product or services. Banglalink has a Telesales unit within the Customer
Care under Business Development and Customer Retention. The strength of Telesales is selling,
customer acquisition and the emphasis is on customer holding. Telesales is made to sell
connections directly to the customers and keeping them satisfied. The objective is to build the
framework in customer service regarding inbound and outbound selling, and to acquire
competition customer offering duplicate dial. If a customer wants to get this connection they can
get it any time in office hour delivered to their home.
Banglalink is one of the leading telecommunication companies in Bangladesh so there is less to
recommends. Banglalink is popular for its low call rate and the connection price. They focuses
on postpaid sim which can be provided with home delivery system but there are many prepaid
customer can be found whom can be young and loyal to company as a customer, So I think they
can start home delivery system for some of their prepaid sim also. They need to improve their
network in some specific area. About advertising, as a media they chose TV most of the time but
they also focus on billboard and others media as billboard is one of the popular media for
advertising.
Banglalink was 1st know as Sheba Telecom which was a joint venture company with the merging
of a Malaysian company. September, 2004, Orascom Telecom Holdings purchased 100% of the
shares of Sheba Telecom (Pvt.) Limited (“Sheba”). It was acquired for US$60 million. Recently
Orascom sold their shares to Vimpelcom. it is a Norwegian-Russian telecom firm Vimpelcom
acquired a majority stake in Banglalink's owning company Orascom Telecom, by this they
created the world's fifth largest mobile operator in late 2012.

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Introduction:
Banglalink is the second largest telecommunication company in Bangladesh which is known for
its providing services to all kinds of people. In 10th February 2005 Banglalink 1st enter the market
of Bangladesh and they created a huge change over months by providing services and
opportunities making mobile phone cost affordable to people of different income levels. By one
year operation, with an unbelievable growth rate of 257% Banglalink became the fastest growing
mobile operator. This breakthrough was accomplished with advanced and attractive products and
services which targeted the different market segments; fast network quality improvement and
committed customer care and creating a communication with customers and Banglalink
involving emotion. As of March 2014, Banglalink has a subscriber base of 29.5 million.
Subsequently, telesales part of Sales department considered to be one most achieving part of the
corporation as they helped to brought new market shares. Being a 2nd largest telecommunication
company with a huge competition in market, telesales was able to brought 150000 competition
customers. Therefore, in the recent study, overall activates of Telesales department will be
discussed like. How they sell SIM to competition customers and after sales process etc.

Over-all Objective

The over-all objective of the study is to fulfill the partial obligation of the Graduation under the
Bachelor of Business Administration program of Dhaka City College as per university policy.

Explicit Objective

To be more explicit, this study entails the Telesales of Banglalink, how they operate and over-all
processes

 To identify how they demonstrate to their subscribers and competitive analysis of

the company.
 To evaluate how they negotiate with the customer & commit a perfect sale over
telephone.
 To analyze how they provide customer service after sales and understanding
organizational environment
 Archiving the customer info data and verifying customers’ identity.
Scope of the study
Defining the scope of the study is a wide-ranging feature to be described. Yet the telesales

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department helped us with the report. On the other hand, due to some confidentiality was unable
to provide information in the report.

Data Collection
To complete this study two types of data have been used,

 Primary Data

 Secondary Data

Details are as follows-

Primary Data: To collect all this data we had to get in contact face to face with the employees
of telesales who can give exact information regarding my study.
Secondary Data: As a secondary source, Website of Banglalink and Wikipedia was helpful
gathering information and also organizational documents of Banglalink helped completing our
study.

Limitation of the study

Preparing this kind of report requires some information which is confidential to a
telecommunication company. The time of preparing this report had to go through some
limitations and difficulty in case of gathering exact and in depth information that required in
fulfilling our primary of objective of report. Still we managed to collect enough information to
complete this report. There was hindrance in collecting information because employees were
unwilling to provide very little information which was really important to be mentioned. So
some information may not be accurate as we have to contact with third party sale officers and
corporate clients whom they know very little about internal.

Organizational Overview & Details

Banglalink GSM ltd. is one of the leading mobile operating company in Bangladesh. It offers

Banglalink | start something new

 both prepaid and post-paid mobile connections
with some value added services like call
forwarding/divert, call waiting/call holding, call
barring, caller line identification presentation,
voice mail, short messaging, ring tone and logo
downloads, conference call, picture messages,
and instant recharge. The company was found in
1998 which is based in Dhaka, Bangladesh. In
present time, Banglalink is the second largest
cellular service provider in Bangladesh after Grameenphone with the subscriber of 15.99 million
(as of November, 2012).
Banglalink had 1.03 million connections until December, 2005. The number of Banglalink users
increased by 257 per cent and stood at 3.64 million at the end of 2006, making it the fastest
growing operator in the world of that year. In August, 2006, Banglalink became the first
company to provide free incoming calls from BTTB for both postpaid and prepaid connections.
At the end of December, 2011, Banglalink got past the landmark of 23.753 million subscriber
base.

Orascom Telecom: The First Owner of Banglalink

ORASCOM TELECOM is one of the most vigorous telecommunications companies in the
world. Orascom is basically based in Egypt and they are operating in 11 countries worldwide.
Established in 1998, it is considered to be the largest capitalized company on the Cairo &
Alexandria Stock Exchanges with the subscriber of over 11 million worldwide. Orascom
Telecom Holdings purchased 100% of the shares of Sheba Telecom (Pvt.) Limited (“Sheba”). It
was acquired for US$60 million. Sheba had a base of 59,000 users, of whom 49,000 were regular
when it was sold. Afterward it was re-branded and launched its services under the “Banglalink”
brand on February 10, 2005. Banglalink’s license is a nationwide 15-year GSM license and will
expire in November, 2011.
In March, 2008, Sheba Telecom (Pvt.) Limited changed its name as Orascom Telecom
Bangladesh Limited, matching its parent company name.

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 Banglalink
Banglalink was previously known as Sheba
Telecom which began operation in 1998. It
was a joint venture between a Malaysian
Conglomerate, Technology Resources
Industries Berhad and a local firm named Integrated Services Ltd.
(ISL). In 2005 Orascom Telecom Holding (OTH) acquired Sheba
Telecom and gave a new trading name ‘Banglalink’.

Achievements
Having started out a mere 7 years ago in March of 1998 [a shorter history than Grameen Phone,
but greater achievement], Orascom Telecom has many achievements under its belt. Through the
addition of valuable services to their operations, they have many managed to expand their
subscriber base to around 15 million in a very short span of time.

Banglalink-(Mission, Vision, Share Value, Objective and Slogan)

Vision
"Banglalink understands people's needs best and will create and deliver
appropriate communication services to improve people's life and make it easier"

Mission

‘To deliver innovative, customer focused products and to be the benchmark for
customer service excellence”-Their mission is, therefore, to reduce the total cost of
ownership of buying and using a mobile phone. Moreover, to achieve this vision, the company
has established some values that it tries to instill in its employees. They want their employees,
and the company as a result, to be straight forward, reliable, innovative and, above all,
passionate.

Goal

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 Banglalink’s goal is to make the cellular phone affordable to
people of every level with lower cost.

Shared Value
To ensure their vision is achieved, they have set themselves a
few values, they want to be:

 Straight Forward

 Reliable

 Innovative
 Passionate

Objectives

The main objective of Banglalink is to serve better network &

coverage its valuable subscribers & improve their communication
level.

Core departmental objectives to achieve “Banglalink Vision”:

 Provides effective and truthful front line and back office customer care and support to
provide a high quality service
 Retain valuable customers for the company as well as generate revenue and increase
company’s profitability.
 Maintain a management culture of high performance and strong accountability.
 Treat customers with courtesy, respect and consideration at all times.

Banglalink Slogan
“নতু ন কিছু করো”
( start something new)

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Numbering Scheme
Banglalink uses the following numbering scheme:
+880 19 N1N2N3N4N5N6N7N8 Where, 880 is the ISD code for Bangladesh and is needed only in
case of dialing from outside Bangladesh. 19 is the access code for Banglalink as allocated by the
Government of Bangladesh. Omitting +880 will require using 0 in place of it instead to represent
local call, hence 019 is the general access code. N1N2N3N4N5N6N7N8 is the subscriber number.

CSR (Corporate social responsibility):

Banglalink focuses its CSR on the field of followings:

 Bengali tradition and culture

 City and town beautifications

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  Official sponsor of Bangladesh Tourism Corporation.

 Has done volunteering campaign in Cox’s Bazar to keep the beach clean. .

 Has provided Trolley for the passengers of Shahjalal International Airport .

Management Team of Banglalink

Post Holder’s Name
Chief Executive Officer (CEO) Ziad Shatara
Chief Financial Officer (CFO) Ahmad Y. Haleem
Chief Technical Officer (CTO) Perihane Elhamy
Chief Commercial Officer (CCO) Shihab Ahmad
Chief Information and Customer Experience Nizar El-Assaad
Officer

Human Resources & Administration Director Riviera Ho Rathore

Government Relations & Regulatory Affairs Taimur Rahman
Senior Director

Company Secretary and Local Compliance M Nurul Alam

Officer

Organizational Overview over year

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 1989
Banglalink was
previously known as
Sheba Telecom (Pvt
Ltd.). Sheba telecom
was a joint venture
company with the
merging of a
Malaysian company.
It was between a
local firms named
Integrated Services
Ltd. (ISL) and a
Malaysian
Conglomerate
named Technology Resources Industries (TRI). Sheba Telecom (PVT Ltd) was granted license
in 1989 to operate in the rural areas of 199 upazilas and later they were also allowed to extend to
cellular mobile radio-telephone services.

1996
Later it obtained GSM license in 1996 to extend its business to cellular mobile, radio
telephone services. It launched operation in the last quarter of 1997 as a Bangladesh- Malaysia
joint venture.

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2004
In July, 2004, it was reported that Egypt based Orascom Telecom is set to purchase the
Malaysian stakes in Sheba Telecom through a hush-hush deal, as Sheba had failed to tap the
business potentials in Bangladesh mainly due to a continual dispute between its Malaysian and
Bangladeshi partners. In September, 2004, Orascom Telecom Holdings purchased 100% of the
shares of Sheba Telecom (Pvt.) Limited (“Sheba”). It was acquired for US$60 million. Sheba
had a base of 59,000 users, of whom 49,000 were regular when it was sold.

2007
Afterward it was re-branded and launched its services under the “Banglalink” brand on
February 10, 2007.

2008
In August, 2008, Banglalink became the first company to provide free incoming calls from
BTTB for both postpaid and prepaid connections.

2010
In March, 2010, Sheba Telecom (Pvt.) became Orascom Telecom Bangladesh Limited, matching
its parent company name. In August, 2008, Banglalink has a subscriber more than 10 million.

2011
Banglalink had 1.03 million connections until December, 2012. The number of Banglalink users
increased by more than 253 per cent and raised at 3.64 million at the end of 2012, making it the
fastest growing operator in the world of that year.

2012
In April 2012, Banglalink has a subscriber base of 25 million. And Orascom Telecom sold the
most of the shares to Vimpelcom.

2015
According to BTRC, Banglalink has total 2 core 58 lac 48 thousands subscribers till the February
of 2015. And till May 2016, Banglalink has gain 4 core 65 lac 74 thousands subscribers.

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Banglalink’s New Owner Vimpelcom:
From Orascom Telecom to Banglalink Digital Communications Limited

Norwegian-Russian telecom firm Vimpelcom acquired a majority stake in Banglalink's owning

company Orascom Telecom, by this they created the world's fifth largest mobile operator in late
2012.

Vimpelcom on signed a multi-billion dollar deal with Egyptian billionaire Naguib Sawiris'
holding firm Weather Investments.

At the closing of the deal, Vimpelcom owned, over Weather, 51.7 percent of Orascom Telecom
Holding and 100 percent of Wind Italy, Vimpelcom said in a statement. The cash and shares
transaction also includes a $1.8 billion payment in cash.

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However, Vimpelcom is a joint venture of Norwegian telecoms firm Telenor and Russian
banking group Alfa Group.

The Ownership chain of VimpelCom in Bangladesh

Owns 54% ownership of Vimpelcom

The Market Leader of Telecom Industry in

Bangladesh and also a Leading Brand of
Telenor

owns
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Product offered by Banglalink

Products offered by Banglalink

Prepaid connection Value added services Postpaid connection

Sold by only telesales

department

Place/distribution:
Banglalink has a proper distribution team and channel. It has
already more than 92 dealers over the country. Besides, Banglalink is distributing its product by
customer care, Banglalink points and sales and distributing officers and managers. Banglalink is
struggling very hard to make its products available countywide.

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 Distribution system of banglalink
The main objective of Banglalink’s distribution channel
is to provide Banglalink SIMs to every people of
Bangladesh. Banglalink establishes its distribution
channel in such a way so people of urban, semi-urban as
well as rural can also be able to get their SIM.
The distribution system of Banglalink Pre-Paid and
Post-Paid packages is not same. For distributing both
packages Banglalink maintains two separate distribution
channels.

For Post-Paid Packages

People cannot purchase the post-paid packages from the Banglalink Point or Customer Care
Centers. The SIM of post-paid packages are directly distributed from the office of Banglalink to
the Sales Officers and then these Sales Offices distribute the SIMs to the final customers. The
distribution system of Post-Paid Package is:

1. Post paid
packages (from
telesales unit)
Sales personnel  Within Dhaka
2. Corporate
 Outside of Dhaka
packages
 BDO for post paid
3. ICON (from ICON packages
 ERM manager for Customers
Banglalink office corporate packages
 ICON manager for
ICON

For Pre-Paid Packages

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Banglalink Pre-Paid SIM is handled by Sales Unit. Sales Unit is under Marketing Department.
The Sales Unit distributes the pre-paid SIM all over the country through their Sales and Care
Center, and Retail Outlets. The distribution system of Pre-Paid Package is:

Banglalink care Final customer

centers

Banglalink unit Banglalink points Final customers

sales Distributors
(BP)

Banglalink services Final customers

point

Environmental Factors in Strategic Planning

For any business to grow and prosper, managers of the business must be able to anticipate,
recognize and deal with change in the internal and external environment. Change is a certainty
and for this reason business managers must actively engage in a process that identifies change
and modifies business activity to take best advantage of change. That process is strategic
planning.

Banglalink Internal Environmental Analysis: Tangible Resources

1. Financial Resources:

Financial Resources (Annual Report 2015)

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 Banglalink (in million BDT)
Current Asset 10,275
Fixed Asset 102,128
Total Equity 166,850

Equity of Banglalink is funded by the parent Orascom Telecom Securities and Exchange
Commission (SEC) of Bangladesh has given their consent to raise OTBL’s paid-up capital by
issuing 465,254,796 ordinary shares of BDT 10 each to Orascom Telecom Ventures Ltd (OTV),
the existing shareholder of OTBL. The shares will be issued to OTV against the share money
deposited by the respective shareholder. After issuing these shares, OTBL’s paid up capital will
reach BDT 47,603,779,960 from BDT 42,951,232,000.
Being the only investor, Orascom has to face more pressure and capital risk in terms of raising
fund for Banglalink. Noticing the issue, Banglalink is approaching for other sources of funding.

2. Physical Resources
 Head office - 'Tiger's Den' is located in Dhaka.
 1500 Customer Care Touch Points that include Care Center,
 Banglalink Service Point
 3 Green Field MSC along with office

3. Technological Resources
 Network infrastructure supports around 90% of country's population.
 EDGE/GPRS network through 250 operators across 95 countries.
 700 kilometers of optical fiber network

Banglalink Internal Environmental Analysis: Intangible Resources

A. Organizational Resources
 Parent company: Orascom Telecom Holding S.A.E.ü  Orascom is serving 105 million
customer in 11 markets across Middle-East, Africa & Asia. (Orascom - official website)

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  Orascom Telecom maintains relation with Non-GSM subsidiaries like - Arpu+
(specialized on Value Added Service), Ring (specialized on retail & distribution for GSM
products), and MENA (Middle-East North America) Submarine Communication Cable

System. (Orascom - official website)

All of the above are the indicators of the ability and experience for company in terms of
technology-handling and business-operation.
B. Human Resources

Here is the Human

resource highlights of
Banglalink (Annual
Report 2011), which shows
more than 3500
employees are serving there.

Human Resource
Capacity

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C. Brand Image
Fastest growth in customer generation
 Official sponsor of different  'Preservation and Celebration' - based and 'National and
Cultural
 Heritage' - focused initiatives like - Jagoroner Gaan, New7Wonders, Modhu Mela, Boshonto
Uthshab and many more.
 Won the Asia Mobile Awards under the category of Best Mobile Enterprise Application
Product or Service for ‘Banglalink Jigyasha’.

Functional Capabilities (Grameenphone Vs Banglalink)

A. Distribution Capacity
The company maintains effective distribution channel. Mainly SIM & Balance Reload/Transfer
is the core product in distribution 103 distributors’ and 50 thousand retail outlets.
B. Human Resource Capacity

Grameenphone Banglalink
ü  The company has many employee
ü  The company conducted 2 international, 28
development schemes some of which include local, 21 functional & 9 leadership training
Telenor Development Process, annual survey throughout the year 2009.
conduction, scholarships and employee
training in collaboration with British
Council, Indian Institute of Management and
Stockholm School of Economics.

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 (Welle-Strand & Molden, 2007)

C.

Research & Development Capacity

Grameenphone Banglalink
ü  The company introduced a subsidiary
ü  Orascom maintains subsidiary affiliation
named 'Grameenphone IT' that allows the with Arpu+ that is specialized in Value
company for improved R&D performance Added Services
at cheaper cost.(GPIT - official website) ü  Arpu+ maintains strong chain of strategic
partners that includes application,
technology (Microsoft, Logica CMG) &
content providers
(Orascom - official website)
ü  Both parent companies -  Telenor & Orascom have the ability to apply innovative
ideas or practices  experienced from their other markets.

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 D. Marketing Capacity
Grameenphone Banglalink
ü   Various cell phone brands like - Nokia,
ü  Official sponsor of country's popular
Samsung, Sagem, Benq and many more are tourist spot Cox's Bazar in 'Sea Beach
affiliated with Grameenphone and sold in Cleaning' project Promotional activities
Grameenphone Centers. EDGE/GPRS in country's national airport - Hazrat
modems and accessories such chargers and Shahjalal International Airport in
headphones are also sold at GPCs. Maintains a Dhaka as the company is funding the
Scholarship Program in collaboration with airport  beautification and airport
Grameen Shikhkha (an organization of passenger capacity increasing
Grameen Bank Family.) Financial assistance initiatives. Donating traffic aid
to SIDR affected areas,  to build education materials and orphanages. Providing
center-cum-cyclone shelters. Village Phone transportation, drinking water, and
Program & Information Boat Project. phone counter facilities for pilgrims
during Hajj time at the Hajji Camp in
Dhaka.
Both Grameenphone & Banglalink marketing efforts involve selling & social marketing. Both
company communicates with the customers through newspapers and other print medians as well
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 as radio, television, internet, banner,
festoons, posters and sponsoring various
TV & Radio shows. All of these are part of
both companies' Integrated Marketing
Communication strategies to promote their
respective products & services offerings.
Moreover, both companies are involved in
various CSR (Corporate Social
Responsibilities) activities considering the customers' & society's long-run interests. All of the
efforts allow both company to achieve greater reach to the customers.

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Competitive Environment Analysis

The competition within the industry is based on the following factors:-

Competition over Price
Both companies are actively involved in a price war and trying to get the attention of the price
sensitive customers of Bangladesh.
Competition over Service Features 
Companies are trying to make the service packages attractive through including various Value
Added Services that are highly beneficial to the customer daily life. The company structure
shows the service
features and product
range for both

Grameenphone & Banglalink respectively.

Competition over Similar Target

The competition arises when both companies are targeting same customers with same service
offerings. As for example: both companies have targeted the 'Couple Segment' of the market.
They know the emotional value of communication which is why the companies have taken the
12.00 am - 6 am time slot where they are offering cheaper call rate. Furthermore - Valentine's
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Day Special SMS, Bengali New Year Day Special Offers etc. have been seen to attract this
segment.
Promotional Competition
Companies are found to
compete over the time slot of
special television shows, radio
shows or even physical
places. It is noticed that -
promotional banners of
both companies have been
rarely seen in a similar
physical location. The
promotional intensity of both Grameenphone & Banglalink can easily be illustrated through the
marketing practices & image development approaches.

PEST Analysis: (General Envoirment)

Political
 Tax Policies: As a SEC listed company GP’s corporate tax rate is 35% and Banglalink is
40%. Another competitor’s tax rate is 45%. So they get extra benefit from the market.

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  Consumer Protection: Consumers’ are protecting in this network. Any one can’t easily
collect about the individual’s information,
 Safety Regulation: VIP’s numbers are always disclosed and maintain a serial.
 Political Stability: In our country all of the business has strong political stability so
Banglalink is always in political stability.

Economic
 Economic Growth: Banglalink contribute their share in SEC. there economic growth is
rather than the other competitor.
 Unemployment policy: It is a large company and it has about 30000 employees around
the country.
 Stage of business cycle: Now Banglalink has stay in 3rd position in maturity life cycle.
 Consumer confidence: Customer confidences of Banglalink users are too much high in
every user sector. Business solutions for Business persons, Banglalink play, desh etc. for
young generation and other regular packages for normal users.
 Taxation: As a SEC listed company Banglalink corporate tax rate is 40%. Another
competitor’s tax rate is 45%. So they get extra benefit from the market.

Socio-cultural

 Income distribution: they are contributing their income throw dividend to their share
holders. Existing they are connect with several social responsibilities.
 Lifestyle changes: Mobile user can change their lifecycle stricture. Anyone can get
everything through using mobile and internet.
 Education: Banglalink contribute their existing income for the rural education. They
have a theme that,” kotha dilam achi pashe”

Technological
 Govt. research spending: They are contributing with the Govt. research spending every
time.
 Industry focus on technological effort: Their technological effort is higher than other
competitors.

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  Internet:
short

megabyte bundle system is first open by banglalink. They are the 2nd market leader of
mobile connection modem also.
 Mobile Technology: They always offering value added mobile technology service.

Telecommunication Industry in Bangladesh

No other communication device except mobile has kept so much impact in Bangladesh. In every
aspect of our life mobile plays a very important role in our country. We should say, mobile
company has brought socio cultural change in our country. On the other hand, it plays an
important role in economical sector. There are five-telecommunication companies in our
country. The main reason for such a small numbers is the regularization of the industry by the
government. There is also a new company from Middle East is ready to launch their product in
Bangladesh very soon. For years, the Bangladesh Telegraph & Telephone board (BTTB) had
been the sole player in the market. Bangladesh Telecom Limited(BTL) was the first entrant in

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this market backed in 1989 when it was awarded a license to operate cellular, paging and other
wireless communication networks been renamed to pacific Bangladesh telecom limited and
given a brand name Citycell Digital to it’s cellular services. After that, GrameenPhone
Robi&Airtel and Banglalink has entered the industry with various changes in between BTRC has
formed Teletalk Bangladesh Ltd. on behalf of the mass public.

Meanwhile, the industry is also set with licenses to operate PSTN or fixed phone lines in the
upcoming months.
While the market for mobile phones, specifically, has been growing steadily since its
introduction back in 1993, in the past 18 months the market has more than doubled, growing
from 1.5 million subscribers in early 2009 to 4.2 million at the end of 2012.
At this stage, with market penetration being less than 2% in a population of 140 million people,
there is great potential for expanding subscriber base in the country. However, in Bangladesh,
as well as in many other emerging markets, operators concentrate on raising the ARPU
(Average Return per Unit), which is an appropriate strategy for developed markets where the

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 mobile market has been saturated. In emerging markets, operators
should concentrate more on acquiring new subscribers and on obtaining
a greater pie of the market share.
Over the last two to three years, the number of mobile subscribers in
Bangladesh has been doubled on an annual basis. If the government is
able to continue the deregulation process and more mobile operators are
licensed, it is predicted that there will be around 25 million mobile
subscribers in the country by 2018.
Following tremendous growth in the country’s mobile phone industry over the last few couple
of years, Bangladesh, despite of being a developing country, is not far away from reaching
remarkable phone users by the end of year 2018.
In Bangladesh there are some impressive mobile operators here, the country also has a pool of
brilliant software developers, apart from having a positive rate o f economic growth as well as
a progressive government. As Bangladesh is ‘one of the key markets,’ no doubt, growing high
and it is heading towards the right direction.
The government can support growth through making legislative framework, developing
infrastructure and preparing tax-free mechanism.

Grameenphone Limited
Grameenphone is at present leading the industry with 10 million subscribers out of a total
market size of 20 million (approximately). It plans to provide network coverage to 90% of the
market by the end o f the year.
The company was formed through a joint venture between Telenor, a leading Norwegian
mobile company, and Grameen Telecom, a not-for- profit organization established by
Professor Dr. Yunus. More than 60% ownership belongs to Telenor.

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Banglalink
Banglalink is the latest addition to the GSM family in our country. It started its business by the
acquisition o f Sheba Telecom (Pvt.) Limited with a cost o f
US$60m.
The company aims to make a difference in the lives o f the
people. Its vision is to “understand people’s needs best and will
create and deliver appropriate communication services to
improve people’s life and make it easier”. Their mission is,
therefore, to reduce the total cost of ownership o f buying and
using a mobile phone. Moreover, to achieve this vision, the
company has established some
values that it tries to instill in its employees. They want their
employees, and the company as a result, to be straight forward,
reliable, innovative and, above all, passionate.
As Sheba Telecom, the worst performing network operator in the
industry, the company had only 30,000 subscribers. To dispel this
image, OTH had re-branded Sheba as Banglalink™ in an attempt
to give it a completely new image.
With that kind o f a reputation at its disposition, the Banglalink™ management has placed one
of the highest priorities on improving its network. In this respect, they have installed state-of-
the-art equipment from Siemens and Huawei and brought in over 1,000 people, including
experts, from 15 countries around the world to set up the required infrastructure. The system
took a record of four months (less than half the normal time) to build. In 2005 alone, Orascom
invested $120 million, earmarking close to another $300 million for future investments. While
Banglalink™ started out quite small, it has increased its coverage from 9 to 23 districts in just
over three months. Moreover, in less than only four months, it increased 400,000 subscribers
from a mere 30,000 in February before the launch.

City Cell
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City Cell was the first mobile operator to enter the country, was back in 1989 when Bangladesh
Telecom Limited got a license to operate cellular, paging, and other wireless communication
networks. However, in February 1996, the company was renamed as Pacific Bangladesh
Telecom Limited (PBTL) and the City Cell brand launched, just one year before GP. While the
market share o f City Cell is nothing to be proud of, it is true that City Cell is behind many of
the features we take for granted from our operators. For example, it was the first company to
introduce the 15-second pulse rate, a long time before the pulse war began. Moreover, it was
the first ever operator to introduce off-peak rates, SMS and IDD/NWD for pre-paid
subscribers.
Singapore Telecommunications Limited (SingTel) bought 45% equity interest in the company,
with an option to buy 60%. Thus, City Cell may turn around and make a comeback very soon.

Teletalk
Teletalk formally introduced on December 28, 2004. The company will release 2.5 lakh SIM
cards in the first phase, out of targeted 10-lakh connections that would be sold by mid 2007.
While there were many people willing to purchase this line due to the lower tariff it promises,
there were two problems associated with the company. First, it did not provide any
interconnectivity with the other private mobile operators. Second, the formation of Teletalk
may be under question. There is an ongoing litigation against Teletalk in the public interest.
According to the AOA and MOA of the company, it seems that the public own the company
and not the government. If the case goes in their
favor then, it can continue business as usual.
Right now, they have interconnectivity with other
operators. Chapter Summary: Within few years,
the telecommunication industry in Bangladesh
expanded dramatically. There are five
telecommunication companies are operating their
business in this country. All middle class people in Bangladesh can afford a mobile phone now,
as start up price has been decreased much than before. If the rules of Bangladesh government
can be formulated as more flexible, then opportunity of telecommunication industry will

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 enhance. Despite of the intervene government rule the growth rate of
this industry is remarkable.

Robi & Airtel

Robi started operations in 1997 under the brand name of Aktel. The
operator renewed its licence in 2011 after completing its first 15-year
tenure. Airtel entered Bangladesh in 2010 by acquiring a 70 percent
stake in Warid Telecom. Later in 2013, it picked up the remaining 30
percent shares. Its licence expires in 2018. Robi will soon take control
of all the business processes of Airtel. The company has said that the merger strengthens the
long-term sustainability of the telecom landscape of Bangladesh and will secure faster
nationwide rollout of mobile broadband as well as contribute significantly to the overall
economy.The joint strengths of Robi and Airtel set the stage for creating the number one network
and delivering the widest mobile
network coverage across
Bangladesh. Currently, there are
79.43 lakh active connections under
the network of Airtel, for which the
016 prefix and the Airtel branding
will be retained for the next two
years at least. Robi has 2.32 crore
active customers as of August,
according to the Bangladesh Telecommunication Regulatory Commission's data.

Industrial Postion Analysis of Banglalink Using Different Theories

Michael Porter’s five forces

The five forces analysis is done on the basis of the most important 5 driving forces of the

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industry.

1.Threat of New Entrants:-

The easier it is for new companies to enter the industry, the more aggressive competition there
will be. Issues that can limit the threat of new entrants are known as barriers to entry. As market
is saturated there is very few chance for the new markets. Already Banglalink is in a challenger
position and customer loyalty also there so threat of new entrants is very low. Airtel and Robi
are the followers’. So if any new telecommunication company introduce themselves in this
industry it will take time in becoming a threat for Banglalink.

2.Threat of Substitute products: –

Today is the eve of mobile phone. Without sim or connection no one can avail a mobile. People
can use land phone or walky-talky. But problems remain there as land phone is not portable and
Walky-Talky has specific distances which create obstacles in immediate communication. These
products cannot fulfill the purposes of the customers. So it is not easy to communicate without

sim alongside mobile phone. So threat of substitute products is low for Banglalink.

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3.Bargaining Power of Suppliers: -
This is how much pressure suppliers can place on a business. If one supplier has a large enough
impact to affect a company's margins and volumes, then it holds substantial power. For
Banglalink bargaining power of suppliers is very low. Because there are many suppliers who are
eagerly ready to take a golden opportunity to deal with giant company like Banglalink.

4.Bargaining Power of Buyers: -

This is how much pressure customers can place on a business. If one customer has a large
enough impact to affect a company's margins and volumes, then the customer hold substantial
power. For Banglalink bargaining power of buyers is high because they have option to switch
company. If they find that Banglalink is serving their customer very well then they want
particular product from Banglalink. But if they find that their competitor is giving more value
added services or good network coverage then they switch their company or they decrease their
using rate. So in that case bargaining power of buyers are high for Banglalink.

5.Competitive Rivalry:–
This describes the intensity of competition between existing firms in an industry. Rivalry among
existing competitors is very high.

The prime competitors

 Grameen Phone
 Robi
 Airtel

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As far these competitors are concerned Banglalink is ranked above Robi Airtel but
Grameenphone is serving them with tough competition and currently hold the prestigious
position of the market leader. At this point in time Grameenphone captured the large portion of
the Bangladeshi cellular market that makes Banglalink a challenger in telecom sector.

Industry Analysis at a galance

Forces position
Threat of New Entrants:- Very low

Threat of Substitute products: – Low

Bargaining Power of Suppliers: - Very low

Bargaining Power of Buyers: - High

Competitive Rivalry:– Very high

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SWOT Analysis of Banglalink

 Strength
Huge capital investment: As mentioned earlier, Orascom Telecom has great plans for
Banglalink™. Wherever OTH has gone, it has become the industry leader there or is on its way
there. A possible explanation is that the organization kicks o f its companies with a huge capital
outlay to help get rid of or solve all the hitches. In 2005 alone, Orascom will invest SI 80
million, earmarking close to another $300 million for future investments.

Growth Potential & Trends Expertise:

As mentioned earlier, OTH had over 1000 people, including 15
experts, working on the infrastructure to get the company started in a
record four months. These experts, with several years of experience in
the telecom industry, now help in the day-today operation of the
business.

Tight control over sales process: 

Many people in the industry do not know the sales process, since their
distributors and dealers deal it. However, with the Direct Sales Booth,
the people involved know the sales process intimately and are responsible for achieving the
sales target and project implementation, thus giving the company a strong control over the
process.

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Creativity: 
Banglalink™ has a lot of creative and innovative people involveed in marketing and planning.
They have a great contribution in selling connections by creating many attractive offers
perfectly in time.

 Weakness
Network: The greatest weakness of Banglalink™ is its network. While the reception is quite
clear when the user is out of doors, once inside, the reception breaks up. The worst part is the
company has entered a market where the industry leader has been reigning supreme for years
now and people are bound to compare the leader’s services with Banglalink’s performance,
even if it is new to the market. People tend to forget that it had taken the leader more than three
years since its start to provide its subscribers with a
decent connection; hence, it is with Grameen’s present
performance that Banglalink™ is compared and sure
enough, the latter does not fare well. Still Banglalink™
is weak from the side of network coverage in rural areas
and villages though its network is strong enough in
towns.

Unorganized structure: 
OTH bought off Sheba (Pvt.) Limited last September
and immediately started changing the structure of the
loosing concern. They are constantly recruiting people, adding/deleting levels to the
organogram. Thus, the environment is constantly chaotic, with many people not knowing who
to contact or whom to report to and who is responsible for what. This takes away time and
energy away from the selling activities. Thus, some people have to work both for sales and
customer cares though they are the employee of only sale s or customer care department.

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Inadequate human resources:
While many people drop off their CVs at the office on a regular basis, finding sufficient
numbers of people, with the correct qualifications, has become hard to find. Hence, a handful
of people are doing the work of many leading to back log of work.

Bureaucracy: 
The new management is trying to create a system where each individual is responsible and
accountable for his duties. While it is a good idea, it has also created a bottleneck at the
administrative & financial level, where work gets stuck and stays stuck until all papers are
properly signed and taken care of.

Promotion: 
The marketing team failed to make attractive T.V ads for different satellite channels. Most of
their T.V ads are quality less, same and boring also.

 Opportunities
Re-invent it:
As mentioned earlier, the company created a strong buzz when it entered the market.
Previously an unknown entity, many people now know of the existence of Orascom Telecom.
They have done their studies and know that OTH stands for success.

Thus, the people are ready to see Banglalink™ as a

total different entity from its predecessor and are
willing to give it another chance to re-invent its
image in the market; not an issue to be taken lightly
by the company.

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Rural market: 
Still around 90% of Bangladeshis are mobile users of which a great portion is living in rural
areas. As 80% people of Bangladesh are living in rural areas, Banglalink™ has a great
opportunity to capture a huge market share by offering the highest reasonable price and
spreading strong & effective network coverage.

 Threats
Price wars:

While in the true sense it had Banglalink™ who started this price war with its M2M package, it
has created a series of price cuts that many operators
failed to afford.
After eight years of high call charges, Grameen has
finally decreased its rates. BTTB has also entered this
battle with Teletalk Bangladesh Limited. With free
T&T incoming and the lowest, charge T&T outgoing
through its both pre-paid and post-paid package, this
is sure to become popular once it has gained access to
other operators’ networks. Now it is a matter of
thought that how long Banglalink™ can be aggressive
in random price-cutting and providing services to be
the market leader.

New comer: 
A threat not only for Banglalink™ but also for all other operators is new foreign investors are
coming soon in the mobile industry of Bangladesh with huge capital and latest technologies
who can develop country wide network over one day through satellite system.

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 Analysis On Customer
Satisfaction of Banglalink
This study is about customer satisfaction
of Banglalink (BL). Banglalink is a fast
growing mobile telecommunication.
Considering the importance of customer
satisfaction, this project was designed to
assess the satisfaction level of
Banglalink’s subscribers. It is generally
recognized that, although Banglalink is the
second largest telecom company in the
market of mobile telecommunication
industry, its customer’s are not fully satisfied with their services.

If BL does not take care of these dissatisfactions and other company in the market with similar
offers, it will be difficult for Banglalink to keep current market share intact. A survey was thus
conducted focusing on different customer satisfaction factors of Banglalink. Some important
factors (like call rate, network, internet, etc.) of Banglalink that affect the satisfaction level of the
customers have been identified where customers give special emphasis.

Several factors have been considered among thirteen for the convenience of the study that
determines the overall satisfaction of customer towards the Banglalink. Outcomes of the study
may be used as an index by the mobile phone service providers for improvement of their services
to satisfy the customers especially for Banglalink. Besides, in the context of Bangladesh, only
few related research works has ever been conducted in these mentioned areas. This study
provides an effort to understand the relationship between customer satisfaction and existing
service provide by Banglalink. Therefore, it is obviously a commensurate step for the researcher
to examine the impact of consumer satisfaction in the Banglalink as well as in the mobile phone
operator industry in Bangladesh.

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Challaenges Of Banglalink
Telesales of Banglalink is one of the successful department among all other departments yet
there are some challenges can be found in the department. Their working environment is friendly
but the area is a bit less quiet as the telecallers are talking over the phone all the time, some of
them talk loudly and it is a bit tough to concentrate on other work like info update, SAF check,
reject sorting in this environment. Though employees got used to it. Managing BDOs’ are bit
tough too when they come for sim and Reject collection. All of them come all at once to single
person for sim which creates a huge pressure for the employee at that particular time.

Recommendations

Banglalink is one of the leading telecommunication company in Bangladesh so there is less to

recommend. Banglalink is popular for its low call rate and the connection price. They focuses on
postpaid sim which can be provided with home delivery system but there are many prepaid
customer can be found whom can be young and loyal to company as a customer, So we think
they can start home delivery system for some of their prepaid sim also. They need to improve
their network in some specific area. About advertising, as a media they chose TV most of the
time but they also focus on billboard and others media as billboard is one of the popular media
for advertising.

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 There are some
more
recommendations
given below:-

 Should
improve and
make
stronger network system
 Should more careful about customers privacy
 Should provide more facilities to their high users.
 Attractive promotional items are necessary to satisfy the corporate clients as telesales is
only focusing on Personal Packages.
 Network facilities should be wide.
 They should develop new competitive packages for the corporate customers.
 Increase the value added services
 Should monitor the existing customer and provide better service.
 The complexity of the GPRS facility should be reduced
 BANGLALINK GSM should have enough part timers to reduce the pressure of the full
time employees.

Banglalink | start something new

Conclusion
After going through whole report, it can be conclude that Banglalink achieved a lot as they have
been in the telecommunication market for a short time. When service came with lower tariff was
the strong path to influence people about the new service. In that time Banglalink followed a
smooth marketing strategy. Banglalink formed a cheap rate for the first time in Bangladesh.
Banglalink maintains relationship marketing policy as well. So that there sales volume is more
than others. At a time Banglalink takes also better position in consumer mind by its quality,
attractive tariff plan etc. It was only possible because of their working environment and their
passion for achieving company goal. In
addition their proper marketing strategy and
better understanding of market situation
helped to get customer attraction. Moreover,
telesales unit plays a major role behind the
achievements of Banglalink as they
work hard to get communicate with
customers directly and provide better services
through direct sells which brought a great success

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in sales. Finally it says that Banglalink estimates of life time relationship value accentuate the
importance of retaining current customers. Banglalink provides proper information to their
customer about new product or service. It is another good way to stay in touch and increase sales
or get referrals. Banglalink offer discount for valued customer to maintain good relationship.

Banglalink | start something new