Four stage model based on GP Essay Sample

Executive Summary This assignment the consequence of the survey of the four phases theoretical account of alteration based on Banglalink which is a popular Mobile operator in Bangladesh. The ‘four phase model’ of alteration in altering economic sciences for good established companies can be better understood and appreciated. Here I try to explicate these footings on the footing of concern specially the background of Banglalink. The aim of my survey is to analyse as their dealing with clients. non-profit activities. grosss and gross down history. selling scheme and their advertisement system. Banglalink now presenting of the digital revolution to the doorsills of the hapless and distant portion of the state. Banglalink’s planetary system for Mobile on GSM engineering which is so widespread. Banglalink have sufficient resources to prosecute in merchandise development and advertisement by maintain the increased foreign competition bound pricing and technological progress. Introduction

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November 28. 1996. Grameenphone was offered a cellular licence in Bangladesh by the ministry of stations and telecommunications. November 26. 1997. Grameenphone launched its services on the independent twenty-four hours of Bangladesh. November 16. 2014. After about of 18 old ages of operation. Grameenphone has now over the 37. 2 million endorsers Grameenphone is the taking telecommunication service supplier in the state. Get downing its operations on March 26. 1997. the independency twenty-four hours of Bangladesh. Grameenphone has come a long manner. It is a joint venture endeavor between telenor ( 62 % ) . the largest telecommunications service supplier in Norway with nomadic phone operations in 12 other states. and Grameen Telecom corporation ( 38 % ) . a non-profit sister concern of the internationally acclaimed micro-credit innovator Grameen Bank.

Overview of ‘ the four phases theoretical account of change’
The four-stage theoretical account shows how changing economic conditions affect well-established houses Stage I: Cost Plus “The good old days” . This refers to the ability of a well-established house to rule the market and command the monetary value ( sort of monopoly ) . It marks up its costs to accomplish high net income borders ( cost-pricing ) . Phase II: Cost Management. Stage II occurs when alterations in engineering. competition and clients put downward force per unit area on a company’s net income borders and market portion. The company seeks declining cost direction through cost film editing direction through cost film editing. downsizing. restructuring. and Reengineering in response to these alterations. Markets now are extremely competitory. In this phase the house most likely to contemplate the nature of its production methods and cost behaviour and measure the current degree of competition. But continual focal point on cost had its bounds in the ability of increasing net incomes. Firm must travel to present III. Phase Three: Gross Management. Because of the bounds to the growing in net incomes. company tries to switch its focal point from cost direction to gross direction. Firms in phase III focal point on contracting merchandise lines to those offering the greatest gross possible gross potential The focal point is on “topline growth” ( which means the addition in gross gross revenues or grosss ) .

Cost plus
In the cost-plus pricing theoretical account. the buyer agrees to pay the production monetary value of the good plus a fixed per centum to the marketer for net income. This is frequently referred to as adding a markup. which is a per centum of the production costs. with the grade of markup determined by the degree of awaited gross revenues.

‘the good old days’
The phase I can be called ‘the good old days’ for companies such as IBM. KODAK. Sears and any figure of other solid. blue-chip companies whose laterality of the market allowed them to accomplish high net income borders by merely taging up their costs to supply them with a suited degree of net income. merely companies need the sale monetary value without any competition. There are many authorities actions which might better our economic state of affairs. such as implementing the Sherman Antitrust Act. raising revenue enhancements on the rich. making a much better occupation of modulating industries and fiscal establishments. possibly ordaining duties on imports. and constructing an industrial base. All of these stairss represent a return to the manner our economic system was during the period of sustained economic growing which occurred in the U. S. during about the three decennaries enduring from the 1950s to the seventiess. the “good old days” in the heads of many.

Granted. such reforms are turn outing hard to ordain at this clip. with any reform at all meeting stiff conservative opposition. as conservative politicians seem hell-bent to do the rich even richer. the hapless even poorer. and place themselves forthrightly among the few who are rich. Even some Democrats appear to hold sold their psyches to corporatism and its money.

We find ourselves left with the undermentioned cabals: The conservativists. who are steadfast protagonists of the rich. whether they admit it or non ; The protagonists of conventional economic reform who represent the in-between route. and who appear to believe that taking the stairss mentioned above — implementing the Sherman Antitrust Act. raising revenue enhancements on the rich ( or at least leting the Bush revenue enhancement cuts to run out on the highest income brackets ) . re-regulating large concern and fiscal establishments. possibly ordaining duties on imports and making more manufacturing — will make a lasting. strong in-between category and do everything economically good in America once more ; And the imperfects who perceive the world of our state of affairs calls for more than a return to the economic policies of “the good old yearss. ” but instead. requires a cardinal displacement in our economic system which will let us to forestall corporate laterality in the hereafter. In this station. I plan to explicate why the progressive place is the right 1. Advantages

The cost-plus pricing theoretical account is simple and straightforward. utilizing the easy available internal information of fiscal and accounting records. It does non necessitate analyzing the market or sing competition or other factors that impact pricing. It besides allows companies to easy support their monetary values based on cost. harmonizing to ReferenceforBusiness. com. Disadvantages

A disadvantage of the cost-plus theoretical account is the trouble in finding the cost of a unit before its monetary value. since costs may change depending on volume. Although the cost-price theoretical account is an antique pricing theoretical account. many concern analysts contend that it is non appropriate for modern selling conditions. harmonizing to ReferenceforBusiness. com. Cost-plus pricing frequently leads to high monetary values in weak markets and low monetary values in strong markets. which is the opposite consequence of strategic pricing that takes into history market conditions.

Cost plus Cost direction
Changing Economicss
After the alteration in engineering. competition. and clients put force per unit area on their net income borders every bit good as market portions and forced them into phase II. where they sought safety through cost film editing. downsizing. restructuring. and reengineering. In the United States. this began to happen in the 1980s and continued on to the early ninetiess. when advisers such as Michael Hammer touted the benefits of ‘reengineering’ as a agency of covering with these alterations.

Cost Management
Definition – What does Cost Management mean?
Cost direction is the procedure of efficaciously be aftering and commanding the costs involved in a concern. It is considered one of the more ambitious undertakings in concern direction. By and large. the costs or the disbursals in a concern are recorded by a squad of experts utilizing disbursal signifiers.

The procedure involves assorted activities such as roll uping. analysing. measuring and describing cost statistics for budgeting. By implementing an effectual cost direction system. a company’s overall budgeting can be brought under control. Cost direction include fundamentally four types of norm. these are given as follows

1. Cost film editing
Cost film editing is the procedure used by companies to cut down their costs and increase their net incomes. Depending on a company’s services or Product. the schemes can change. Every determination in the merchandise development procedure affects cost. Companies typically launch a new merchandise without concentrating excessively much on cost. Cost becomes more of import when competition additions and monetary value becomes a discriminator in the market. Main cost film editing schemes

Supplier consolidation
Component consolidation
Re-source to moo cost states
Request For Quotations ( RFQ )
Supplier cost breakdown analysis
Function analysis / Value analysis / Value technology
Design For Manufacture / Design For Assembly
Reverse costing
Cost driver analysis
Merchandise benchmarking
Design to be
Design workshops with providers
Rival benchmarking
Three cardinal factors to a successful cost film editing scheme
The design and execution of a comprehensive cost decrease scheme should concentrate on three cardinal deliverables:
1. Reducing overall operating costs
2. Bettering the direction of public-service corporation contracts and relationships
3. Reducing the waste by and large across all sections within a concern. Five measure cost decrease procedure
A good cost decrease company will cover straight with the client. the provider and the client’s provider. Please chink here for more information about this. Over clip Smith Bellary have developed a five measure procedure. Although this is non ever a additive procedure. this is at the bosom of the service. The procedure:

1. In-depth audit of current outgo
2. Data analysis and market analysis/tendering
3. Presentation of study. detailing the findings and recommendations
4. Execution of all agreed recommendations
5. Ongoing monitoring. query direction and execution of improved administrative processs

2. Restructuring
Restructuring is the corporate direction term for the act of reorganising the legal. ownership. operational. or other constructions of a company for the intent of doing it more profitable. or better organized for its present demands. Other grounds for reconstituting include a alteration of ownership or ownership construction. demerger. or a response to a crisis or major alteration in the concern such as bankruptcy. shifting. or buyout. Restructuring may besides be described as corporate restructuring. debt restructuring and fiscal restructuring. Executives involved in reconstituting frequently hire fiscal and legal advisers to help in the dealing inside informations and dialogue. It may besides be done by a new CEO hired specifically to do the hard and controversial determinations required to salvage or shift the company.

It by and large involves financing debt. selling parts of the company to investors. and reorganising or cut downing operations. The basic nature of restructuring is a zero-sum game. Strategic restructuring reduces fiscal losingss. at the same time cut downing tensenesss between debt and equity holders to ease a prompt declaration of a hard-pressed state of affairs. Corporate debt restructuring is the reorganisation of companies’ outstanding liabilities. It is by and large a mechanism used by companies which are confronting troubles in refunding their debts. In the procedure of restructuring. the recognition duties are spread out over longer continuance with smaller payments. This allows company’s ability to run into debt duties. Besides. as portion of procedure. some creditors may hold to interchange debt for some part of equity. It is based on the rule that reconstituting installations available to companies in a timely and crystalline affair goes a long manner in guaranting their viability which is sometimes threatened by internal and external factors. This procedure tries to decide the troubles faced by the corporate sector and enables them to go feasible once more. Stairss:

Ensure the company has adequate liquidness to run during execution of a complete restructuring Produce accurate working capital prognosiss
Provide unfastened and clear lines of communicating with creditors who largely control the company’s ability to raise funding Update detailed concern program and considerations
3. Downsizing
Retrenchment is defined as the “conscious usage of lasting forces decreases in an effort to better efficiency and/or effectiveness” . Since the 1980s. retrenchment has become progressively common. Indeed. recent research on downsizing in the U. S. UK. and Japan suggests that retrenchment is being regarded by direction as one of the preferable paths to turning around worsening organisations. cutting costs. and bettering organisational public presentation. most frequently as a cost-cutting step.

4. Reengineering
Re-engineering is a concern direction scheme. originally pioneered in the early 1990s. concentrating on the analysis and design of work flows and procedures within an organisation. BPR aimed to assist organisations basically rethink how they do their work in order to dramatically better client service. cut operational costs. and go first rivals. In the mid-1990s. every bit many as 60 % of the Fortune 500 companies claimed to either hold initiated reengineering attempts. or to hold programs to make so. BPR seeks to assist companies radically restructure their organisations by concentrating on the ground-up design of their concern procedures. Harmonizing to Davenport ( 1990 ) a concern procedure is a set of logically related undertakings performed to accomplish a defined concern result. Re-engineering emphasized a holistic focal point on concern aims and how procedures related to them. promoting all-out diversion of procedures instead than iterative optimisation of bomber procedures. Business procedure re-engineering is besides known as concern procedure redesign. concern transmutation. or concern procedure alteration direction

Gross direction
Gross Management is the application of disciplined analytics that predict consumer behaviour at the micro-market degree and optimise merchandise handiness and monetary value to maximise gross growing. The primary purpose of Revenue Management is selling the right merchandise to the right client at the right clip for the right monetary value and with the right battalion. The kernel of this subject is in understanding customers’ perceptual experience of merchandise value and accurately alining merchandise monetary values. arrangement and handiness with each client section. ‘Top line growth’ is an of import construct in gross direction. Here discuss about it.

‘top line growth’

The top line refers to a company’s gross gross revenues or grosss. Therefore. when people comment on a company’s “top-line growth” . they are doing mention to an addition in gross gross revenues or grosss.

For illustration. a company would be sing top-line growing if a new advertisement run caused a 15 % addition in gross revenues for its doodads. which resulted in an addition of $ 2 million to the gross. The Double-Win: Six Factors For Achieving Sustained Growth in the Top-line and Profitability Achieving and so prolonging top-line growing requires sound scheme and a batch of difficult work. Quarter-over-quarter gross growing is strong grounds of an organisation with a well-conceived scheme that has achieved operational excellence in countries like new client acquisition. bing client keeping and invention in merchandise / service value creative activity. But what about accomplishing sustained profitableness when turning the top line? That can be more ambitious. This article explores six of import factors needed for positioning your organisation for the double-win of sustained growing and profitableness.

Discussion about GP based on ‘the four phases model’
History of Grameenphone
Grameenphone is one of the largest private sector investings in the state with an accrued investing of BDT 5200 nucleus up to December 2005. Grameenphone is besides one the largest taxpayers in the state. holding contributed about BDT 5000 nucleus in direct and indirect revenue enhancements to the Government Exchequer over the old ages. Of this sum. BDT 1670 nucleus was paid in 2005 entirely. GP was besides the first operator to present the pre-paid service in September 1999. It established the first 24-hour Call Center. introduced value-added services such as VMS. SMS. facsimile and information transmittal services. international roaming service. WAP. SMS-based push-pull services. EDGE. personal ring back tone and many other merchandises and services. Grameenphone about doubled its subscriber base during the initial old ages while the growing was much faster during the ulterior old ages.

It ended the inaugural twelvemonth with 18. 000 clients. 30. 000 by the terminal of 1998. 60. 000 in 1999. 193. 000 in 2000. 471. 000 in 2001. 775. 000 in 2002. 1. 16 million in 2003. 2. 4 million in 2004 and it ended 2005 with 5. 5 million clients. From the really get downing. Grameenphone placed accent on supplying good after-sales services. In recent old ages. the focal point has been to supply after-sales within a short distance from where the clients live. There are now more than 600 GP Service Desks across the state covering about all upazilas of 61 territories. In add-on. there are nine GP Customer Centers in all the divisional metropoliss and they remain unfastened from 8am-8pm every twenty-four hours including all vacations.

GP has generated direct and indirect employment for a big figure of people over the old ages. The company soon has more than 3. 000 full. part-time and contractual employees. Another 70. 000 people are straight dependent on Grameenphone for their support. working for the GP traders. retail merchants. rub card mercantile establishments. providers. sellers. contractors and others. In add-on. the Village Phone Program. besides started in 1997. provides a good income-earning chance to more than 200. 000 largely adult females Village Telephone operators populating in rural countries. The Village Phone Program is a alone enterprise to supply cosmopolitan entree to telecommunications service in distant. rural countries. Administered by Grameen Telecom Corporation. it enables rural people who usually can non afford to have a telephone to avail the service while supplying the VP operators an chance to gain a life.

The Village Phone enterprise was given the “GSM in the Community” award at the planetary GSM Congress held in Cannes. France in February 2000. Grameenphone was besides adjudged the Best Joint Venture Enterprise of the Year at the Bangladesh Business Awards in 2002. Grameenphone considers its employees to be one of its most of import assets. GP has an extended employee benefit strategy in topographic point including Gratuity. Provident Fund. Group Insurance. Family Health Insurance. Transportation Facility. Day Care Centre. Children’s Education Support. and Higher Education Support for employees. in-house medical support and other enterprises.

THE Stockholder

The stockholders of Grameenphone contribute their alone. in-depth Experience in both telecommunications and development. The international stockholder brings technological and concern direction expertness while the local stockholder provides a presence throughout Bangladesh and a deep apprehension of its economic system. Both are dedicated to Bangladesh and its battle for economic advancement and have a deep committedness to Grameenphone and its mission to supply low-cost telephone to the full population of Bangladesh. In modern economic system markets are more competitory. so at that place necessitate more liquidness. which GP done really successfully by their stockholders. By that GP expands their market. better their merchandises. overhauling the image of the merchandises.


Telenor AS is the taking Telecommunications Company of Norway listed in both the Oslo and NASDAQ Stock Exchanges. It owns 62 % portions of Grameenphone Ltd. Telenor. a 150 year-old organisation. has played a pioneering function in thedevelopment of cellular communications. Manual Mobile telephone services were introduced in Norway in 1966. as a precursor to the automatic NMT system. which appeared in 1981. Its digital replacement. GSM. was introduced in 1993. and 3rd coevals mobile web. UMTS. was launched for commercial usage in 2004.

Telenor’s strong international enlargement in recent old ages has been based onleading-edge expertness. acquired in the Norse and Nordic markets. which are among the most extremely developed engineering markets in the universe. It hassubstantial international operations in nomadic telephone. satellite operations and pay Television services. In add-on to Norway and Bangladesh. Telenor owns nomadic telephone companies in Sweden. Denmark. Hungary. Russia. Ukraine. Montenegro. Thailand. Malaysia. Pakistan and Serbia with more than 123 million nomadic subscriptions worldwide as of June 2007. Telenor uses the expertness it has gained in its place and international markets for the development of emerging markets like Bangladesh.

Grameen Telecom. which owns 38 % of the portions of Grameenphone. is a not-for-profit company and works in close coaction with Grameen Bank. victor of the Baronial Peace Prize in 2006 along with its laminitis Professor Muhammad Yunus. The internationally reputed bank for the hapless. has the most extended rural banking web and expertness in microfinance. It understands the economic demands of the rural population. in peculiar the adult females from the poorest families. Grameen Telecom. with the aid of Grameen Bank. administers the Village Phone Program. through which Grameenphone provides its services to the fast turning rural clients. Grameen Telecom trains the operators. supplies them with French telephones and handles all service-related issues. Grameen Bank presently has 2399 subdivisions. supplying services in 76. 848 small towns. covering more than 91 per centum of the entire small towns in Bangladesh. As of March 2007. the bank had 7. 06 million borrowers. 97 per centum of whom were adult females. Grameen Telecom’s aims are to supply easy entree to GSM cellular services in rural Bangladesh and making new chances for income coevals through self-employment by supplying villagers with entree to modern information and communicating based engineerings.

Corporate Administration
In the fast-paced universe of telecommunications. vibrant and dynamic Corporate Governance patterns are an indispensable ingredient to success. Grameenphone believes in the continued betterment of corporate administration. This in bend has led the Company to perpetrate considerable resources and implement internationally recognized Corporate Standards in its daily operations. Bing a populace limited company. the Board of Directors of Grameenphone have a polar function to play in run intoing all stakeholders’ involvements. The Board of Directors and the Management Team of Grameenphone are committed to keeping effectual Corporate Governance through a civilization of answerability. transparence. well-understood policies and processs. The Board of Directors and the Management Team besides persevere to keep conformity of all Torahs of Bangladesh and all internally documented ordinances. policies and processs. Grameenphone is a truly crystalline company that operates at the highest degrees of unity and answerability on a planetary criterion.

Corporate Duty
“Even a journey of a 1000 stat mis begins with a individual step…” – Chinese adage At Grameenphone. we live by the statement “Development is a journey. non a finish. ” Our work is non merely about guaranting connectivity ; it is about linking with people and constructing relationships. based on trust. with our endorsers. concern spouses. employees. stockholders. every bit good as the wider community. We have ever believed that good development is good concern. While we maintain our concern focal point. taking the state forward remains our top precedence. Therefore our relationship with Bangladesh is built on a partnership which strives to accomplish common economic and societal ends. Corporate societal duty. as we see it. is a ‘complementary’ combination of ethical and responsible corporate behaviour. every bit good as a committedness towards bring forthing greater good for the society by turn toing the development demands of the GP’s norms

GP’s Brand
The right and modern-day usage of engineering is the key to the advancement of a state. Keeping this in head. Grameenphone ever brings the hereafter cogent evidence engineering in order to ease your advancement. The possibilities in this new universe are huge and person every bit bright as you should non be behind in anyhow. At the terminal of the twenty-four hours. all the single advancements accumulate to the advancement of the darling fatherland. Grameenphone promises you to convey the best of communicating engineerings so that you can Travel Beyond. Gp’s Mission:

Leading the industry and transcend client outlooks by supplying the best radio services. doing life and concern easier

GP’s Vision:
We exist to assist our clients get the full benefit of communications services in their day-to-day lives. We want to do it easy for clients to acquire what they want. when they want it. We’re here to assist. GP’s Valuess:

Make It Easy
Keep Promises
Be Inspiring
Be Respectful

Innovative Mobile based solutions
Grameenphone has been a innovator in conveying advanced mobile-based solutions to Bangladesh. Noteworthy among these is the Healthline. a 24 hr medical call Centre manned by accredited doctors. Other inventions include Studyline. a call centre-based service supplying instruction related information. Mobicash. for electronic purchase of train tickets. Billpay. for paying measures through nomadic phones and over 500 community information Centres across Bangladesh. These Centres bring low-cost Internet entree and other information based services to people in rural countries. Ananta Jalil – new trade name embassador of Grameenphone

Popular histrion Ananta Jalil has been already in the Centre of treatment for his prima function in movies after movies. But this clip. Jalil will be seen as a theoretical account in a Television commercial ( TVC ) of Grameenphone. Ananta Jalil is the new trade name embassador of Grameenphone and he is working for a new TVC of this telecommunications company on exigency balance transportation for its pre-paid clients. The shot of this new TVC started from August 23 at the headquarter of the company named GP House and Mejbaur Rahman Sumon is the manufacturer. The TVC is set in the background of 007 James Bond action thrillers and includes two duologues of Ananta Jalil – “Ananta’s occupation is to do possible out of impossible” and “Nothing is impossible for Ananta. ”

Ananta Jalil said approximately working as a trade name embassador of Grameenphone. “I am truly really happy and felt honoured at the chance of going a trade name embassador of Grameenphone” . Ananta acted new movie ‘Nishartho Bhalobasha’ released during last Eid and the movie was extremely admired by the audience. Ananta with his married woman Borsha went to Pabna for the publicity of their new movie late. A celebrated embassador is a good symptom for any sort of concern organisation. which give gait a company for better hereafter and better concern. a embassador can popular a company among aggregate population. It is a good equipped for enlargement of a market.

Ownership construction of Grameen Phone
The stockholders of Grameenphone contribute their alone. in-depth experience in both telecommunications and development. It is a joint venture endeavor between Telenor ( 55. 8 % ) . the largest telecommunications service supplier in Norway with nomadic phone operations in 12 other states. and Grameen Telecom Corporation ( 34. 2 % ) . a non-profit organisation of Bangladesh. The other 10 % portions belong to general retail and institutional investors.

The technological know-how and managerial expertness of Telenor has been instrumental in puting up such an international criterion mobile phone operation in Bangladesh. Bing one of the innovators in developing the GSM service in Europe. Telenor has besides helped to reassign this cognition to the local employees over the old ages The international stockholder brings technological and concern direction expertness while the local stockholder provides a presence throughout Bangladesh and a deep apprehension of its economic system. Both are dedicated to Bangladesh and its battle for economic advancement and have a deep committedness to Grameenphone and its mission to supply low-cost telephone to the full population of Bangladesh

Mercantile Bank Mobile Banking Services “MYCASH” for Grameenphone Customers

This construct is related to gross direction because there GP attempt to enlargement their market. In this agenda for client of GP Mercantile Bank provide Mobile Banking Services ”MYCASH” to its clients via Grameenphone’s MobiCash distribution web. M. Ehsanul Haque. Managing Director and CEO. M. A. Yousuf Khan. Deputy Managing Director. and other senior direction of Mercantile Bank Limited along with Vivek Sood. Chief Executive Officer. Mahmud Hossain. Chief Mercantile Bank Limited ( MBL ) officially signed an understanding with Grameenphone Ltd. late to Corporate Affairs Officer. Md. Mainur Rahman Bhuiyan. Chief Fiscal Officer ( Act. ) . Md. Delwar Hossain Azad. Head of Financial Services and other senior direction squad members of Grameenphone were present at the understanding sign language ceremonial. This agreement enables MBL to offer their nomadic fiscal services ”MYCASH” to GP clients who can avail the services straight from their French telephones and from a to the full managed web of GP MobiCash agents who are ready to function clients of multiple bank spouses and clients of any nomadic operator in Bangladesh.

Awards and acknowledgment
“GSM in the Community” Award by GSMA in 2000
“Commonwealth Innovation Award” in 2003
“Best Use of Mobile for Social & A ; Economic Development” class in 3GSMA Global Mobile Award. 2007 “Best Brand Award” by Brand Forum in 2007
First “Telecom Asia Awards” 2008 “Asian Telecom Innovation of the year” . “3GSMA Global Mobile Award” . 2008 in the class of “Best Use of Mobile for societal and economic development” Grameenphone and Huawei for “Building a Greener Mobile Network” “Best Brand Communication for 2009

Best Employeer 2010 by BDJOBs
mBillionth award South Asia. 2013 for the SMS based solution to guarantee safe imbibing H2O in partnership with HYSAWA Grameenphone crosses 37. 2 million active endorsers Grameenphone Ltd. has crossed the 37. 2 million active subscriber grade last hebdomad. which indicated revival in subscriber growing for the Company. Earlier in October this twelvemonth the Company had announced 35 million endorsers with the acquisition of about a million new subscriptions in the 3rd one-fourth of 2013. driven chiefly by a startup monetary value run. on the juncture of Eid festival during and after the Holy month of Ramadan. This new extra million endorsers follows on the re-introduction of the subsidised BDT 150 start-up monetary value. in November 2013.

Commenting on the revival and latest growing. Grameenphone CEO. said that he was happy to see such a milepost shutting for Grameenphone in 2013 with a subscriber base of 37. 2 million. “As a company with now over 37. 2 million subscriptions we are no uncertainty the preferable operator in the market. ” he said. “but this new add-on of 2 more million endorsers clearly demonstrates the chokehold to growing of tele-penetration that the BDT 800 SIM revenue enhancement has on the state because of the growing we see when the SIM revenue enhancement is removed from the connexion cost. ” Revenue growing gives Grameenphone a new tallness

Gross growing gives Grameen phone immense advantage to full recovery from the impact of altering economic sciences. This norm merge with gross plus. Grameenphone Ltd. reported BDT 5. 515 crore grosss for the first nine months of 2010 with 14 % addition from the same period of 2009. Entire gross for the 3rd one-fourth of 2010 was BDT 1. 934 crores. up by 17 % from the 3rd one-fourth of 2009. The growing in gross was chiefly in voice every bit good as interconnectedness grosss due to subscription growing. Data gross besides has contributed to this consistent gross growing for the first nine months of 2010. increased by 68 % from the corresponding period of 2009. “GP’s strong public presentation in gross and subscription growing has been consistent over the first nine months of 2010. ” said Oddvar Hesjedal. CEO of Grameenphone Ltd. ” He added. “We made it easy for our clients to follow with the best of engineering through our universe category cellular solutions and services. ”

The company has added 54 lakh new subscriptions during the twelvemonth. At the terminal of September 2010. Grameenphone’s entire subscription base was 2 crore 87 hundred thousand. keeping on to the market leading by functioning 44 % of the nomadic market. Net net income after revenue enhancements for the first nine months of 2010 was BDT 774 crores with 14. 0 % border compared to BDT 652 crores with 13. 4 % border of the same period of last twelvemonth. The addition was driven by gross growing. partly offset by higher merchandising and distribution disbursals. chiefly against BDT 525 crores of SIM revenue enhancement subsidies. This has besides pushed the EBITDA borders down to 50 % for the first nine months of 2010 compared to 59 % of the same period of 2009.

As a consequence of the above. Net incomes per portion ( EPS ) for the first nine months of 2010 stood at BDT 5. 73 compared to BDT 5. 37 for the corresponding period of last twelvemonth. Grameenphone CEO emphasized on the fact that SIM revenue enhancement clearly has been the impeding factor of the digitalisation procedure of Bangladesh through the nomadic industry. besides been defying the potency of industry profitableness. “However” . he added. “GP’s strong gross public presentation shows that subsidised acquisitions during the twelvemonth have started to pay back through gross coevals. ” Grameenphone invested BDT 446 crores during the first nine months in 2010 chiefly for web quality and informations capacity sweetening.

In add-on. Grameenphone contributed BDT 2. 800 crores to the Government during the first nine months of 2010 which represents about 50 % of Grameenphone’s entire gross for this period. Notably. despite holding lower corporate revenue enhancement rate. Grameenphone has paid BDT 697 crores in corporate revenue enhancements during the first nine months of this twelvemonth. which was BDT 180 crores more compared to same period of last twelvemonth. Grameenphone Ltd. declared interim dividend in hard currency at the rate of 35 % of the paid up capital ( BDT 3. 50 per portion of BDT 10 each ) for the twelvemonth 2010 based on the half annual public presentation of the Company for the same twelvemonth. The Shareholders as of the record day of the month of 2nd November 2010 will be entitled for this dividend. which will be distributed within the timeframe stipulated by the regulators. In June 2010. Grameenphone distributed 60 % concluding dividend in hard currency for the twelvemonth 2009. It is to be noted that the Company published its dividend policy earlier this twelvemonth prior to its 13th AGM. Grameenphone’s caput office has been shifted to its freshly built headquarter “GP House” in Bashundhara. Dhaka. GP House is a state-of-the-art edifice with energy efficient modern comfortss and eco-friendly atmosphere. The GP household has heartily embraced the new life style at work with ‘paperless’ and ‘open office’ construct.


In decision to this survey it is clear there is a immense impact of ‘the four phases model’ in our economic system. However it is emphasized that it is a successful method for modern economic system. To accomplish such aims more than one policy intercession may be required.


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