Strategic Audit

Topics: Porter generic strategies, Strategic management, Telecommunication Pages: 21 (5788 words) Published: January 12, 2013
`Master of Business Administration Group Assignment Cover Sheet| Student Numbers| 10332931033315103329210335511033298| Please note that a grade will only be given to those whose student number is noted on this form. Please ensure that the student numbers from all group members are recorded accurately. | | | | |

Module code| SHR019-6| Assignment No.| 1|
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Module Title| STRATEGY|
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Module Tutor | Dr. Eliot Lloyd|
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Due Date| 17th April 2012| | |
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Strategic analysis - Omantel

Exective summary
Omantel is the leader telecommunication company in the Sultanate of Oman, it provides integrated communication solutions through a variety of services using the latest communications technology across its network which covers all regions and parts of the country. It's philosophy in dealing with its customers is that it always listen to them to know and identify their opinions and ideas, it seeks full transparency to meet its promises by achieving customers aspirations and needs. This report includes a detailed analysis of operational performance and other Omantel's important activities that took place in the year 2011 beside some information about the strong competition in the telecommunications sector's environment, which affects Omantel competitiveness position. Using different analytical tools the report demonstrates the micro environment and the macro environment in order to determine the opportunities available to the company, the challenges it faces and the possible future risks. Finally, after evaluating all possible options that can be implemented for the company to maintain its competitive position, the authors recommend the best strategic option for the company to apply it in the coming period to promote its position and market share in the market.

Contents

Ser.| subject| page|
1| Exective summary | 1| 2| Table of contents| 2|
3| Introduction | 3|
4| An overview of Oman telecom sector | 4|
5| The role of competitors| 4-5|
6| Omantel's strategy statements- Vision Statement- Mission Statement- Values- Corporate Goals| 5-6| 7| External Environmental Factors| 7|
8| Macro Environmental Analysis (PESTEL)| 7-9|
9| Micro Environmental Analysis| 9-10|
10| Porter’s Five Forces Analysis| 10-12|
11| Summary of Porter’s Five Forces Analysis| 12|
12| Internal environment analysis| 13|
13| SWOT analysis| 13-17|
14| - Evaluating and Developing the Strategic Options of Omantel.- TOWS Matrix| 17-18| 15| Strategic Options| 19-21|
16| - Selection of the Strategic options - First: Cost Leadership- Second: Focus strategy | 21-23| 17| Conclusion| 24|
18| Recommendations| 24-25|
19| References | 25-26|

Introduction

Omantel has committed itself to serve its customers (the individual and official institutions) with a wide variety of integrated communications solutions in the Sultanate since the dawn of the Renaissance in 1970. Omantel uniqueness as a leading communications provider in the Sultanate has induced it year after year to exert its efforts to facilitate these services and to deliver them to all communities, wherever they are located in the Sultanate no matter the distance barrier or their remoteness, they have been connected to the outside world. Omantel as one of the tributaries of the national economy has played a key role in the process of national development (Oman Telecommunications Company, 2011).

The potential growth in provision of key communications in the Sultanate has become more limited than before, and according to new strategy of the company, it is open to study investment opportunities that can deliver returns to shareholders over the long term in order to achieve greater returns for them. Thus, the company tends...

References: - Broomhall, e.,(feb 12, 2012), Omantel to invest $218.6m in its network in 2012, www.commsmea.com/11907-omantel-to-invest-2186m-in-its-network-in-2012/, Retrieved On 5th April2012.
- Dabbah, M., (2010),International And Comparative Competition Law, Cambridge University Press, UK.
- Dyson, R., (2002), Strategic Development and SWOT Analysis At The University Of Warwick, Elsevier.
- Hine, (2011), Ansoff’s Matrix – Planning for Growth, Higin 's Journal, http://highn.me/ansoffs-matrix-planning-for-growth/ accessed on 7th april012.
- Johnson, G, Scholes, K., Whittington, R.,(2009), Fundamentals of Strategy, Pearson Education Limited.
- Michail, A., (2011), Ways of Achieving a Cost Leadership Strategy, Business Models & Strategy, http://strategy-models.blogspot.com, retrieved on 7th April012.
- Miller, D. (1992), “The generic strategy trap”, Journal of Business Strategy, Vol. 13 No. 1, pp. 37-42.
- Ministry of transport and communications,(2012), 'Communications sector ', available at www.motc.gov.om/...ar/.../Default.aspx retrieved on 10th April2012.
- Oman Telecommunications Company, (2011), About us – Omantel, available at www.omantel.om, retrieved on 8th April 12.
- Omandaily, (2012) ,Competitiveness in the telecommunication sector ', available at www.omandaily.com retrieved on 8 April 2012 .
- Patil, R., (3, 2012), Growth In Oman 's Telecom Sector Hailed By Un Agency, www.muscatdaily.com, retrieved on 10th April012.
- Porter, M. (1985), Competitive Advantage Creating and Sustaining Superior Performance, Free Press, New York, NY.
- Rawas, A., (2011), Management Discussion & Analysis, Omantel, www.omantel.om/.../Annual%20Report/2011/OT_Y, retrieved on 10th April2012.
- Watts, G., Cope, J., and Hulme, M. (1998) Ansoff’s Matrix, pain and gain, International Journal of Entrepreneurial Behaviour and Research, Vol. 4 (2), pp101 – 111.
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