DHIREN UNINOR

7/23/2019 DHIREN UNINOR

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Uninor

APresentation of strategy management

On

uninor

Submitted to: shakti Dodiya

Submitted by: Dhiren Patel



Gujarat

Maharashtra

& Goa

Andhra Pradesh

UP West

UP ast

!ihar &

"harkhand

Launched in 2009, Uninor today has over

36.5 million subscriptions in its 6 operatingcircles. Together, these circles represent

over 50 o! "ndia#s population.

Uninor serves the mass mar$et %ith a

!ocus on basic services on &oice, '(' and

"nternet %ith the most a!!ordable tari!!s.

"n addition to the 6 operating circles Uninor

has secured recently secured spectrum in

the )th circle o! *ssam %here services %ill

start shortly.

Uninor achieved brea$even in 20+3 %ithin

years o! operations and is no% ma$ing

!resh investments to e-pand the net%or$

and retail in its circles.

One of #ndia$s %oungest Mobile et'ork O(erators

Assam

) Mh*

+,- Mh*

),. Mh*

+ Mh*

+,/ Mh*

0 Mh*

0 Mh*



Building its growth on a strong foundation

Strongo'nershi(

-pertise andbac$ing o! the

Telenor /roup.Long termcommitmentto%ardsoperations in"ndia

+.1ooted in2alues

* strong culture%hich de!ines

the Uninor %ay,%ithin theorganisationand in themar$et

2. Sim(leStrategy

ocus on basicservices, massmar$etdistribution,lo%est tari!!s,

ultra1lo% costoperations

3. 3hallengerbrand

rand androducts !irmlypositioned asthe best invalue

. Mass4marketDistribution

'tate o! the artand automated4istribution(anagementelationshipsbased ontransparency

5. Ultraeffi5ientet'ork

Technology,alternateplanning,businessalignedcapacitymanagement

igher tra!!ic atlo%er costs

thancompetition

6. %oung &ngaged6eam

7ounger thanpeers at every

level8pen o!!ice,!lat structure,uic$decisions,agile.

ighestngagementacross Telenor

/roup

). 3learlydefinedambitions

astestoperator in"ndia to achievebrea$1even.

'trong targets!or !uturegro%th:

;.



(ore than +66 million consolidated mobilesubscriptions, Q4 2013

• Mobile operations in 13 markets in Norway,Europe and Asia

• A otin! stake o" 43 per cent #economic stake33 per cent$ in %impel&om 'td( wit) 21* mill(mobile subscriptions in 1+ markets

• Amon! t)e top per"ormers on ow -ones.ustainability /ndees

• eenues 2013 N 10* bn

5art o" t)e 6elenor 7roup

evenue distribution

24%

24%

43%

6%2%

Norway

Europe exclNorway

Asia

Broadcast

Other

<or%ay

'%eden

4enmar$

ulgaria

ungary

'erbia

(ontenegro

angladesh

"ndia

a$istan

Thailand

(alaysia

3.2

2.

+.;

3.9

3.2

3.+

0.3)

).+

2;

33.

2).9

+0.9

<or%ay

'erbia

(ontenegro

angladesh

"ndia

a$istan

Thailand

(alaysia

'%eden

4enmar$

ungary

ulgaria (yanmar

+. 'trong

8%nership



7alues dri2en from the start

(a$e it easy

=eep promises

e inspiring

e respect!ul

4e!ine a common approach !or all our

employees on ho% %e do business

undamental guide !or ta$ing care o! our

customers'et the standard !or ho% %e %or$ in order to

create sustainable value !or our shareholders,

customers, employees and partners

2. ooted

in &alues



6hree Pronged Strategy

!est on Mass Market

Distribution'trong mass1mar$et distribution,

>hannel partner loyalty

re!erred across points o! access

!est on ser2i5ing basisest value in basic voice ? internet

services.

@uality net%or$ in operating

circles

8o' 3ost O(erations"nnovate everyday in cost optimiAation

Lean 8perations

>luster 'trategy

3. 'imple

'trategy



6raditional Way Uninor Way

B 8perations managed at circle

and Aonal levelB igh per!ormance subsidising

lo% per!ormanceB ?L at company levelB unctional organisation

B 8perations managed at cluster Co!ten

districtD and mini1cluster CtehsilD levelB 6 >ircles 1E 50 Fones 1E 2+9 >lusters 1E

952 (ini >lustersB <et%or$, distribution, product planning,

measurement and ?L at cluster levelB *ll clusters per!ormingB mpo%ered cluster organisationB ro!itable *ssets across the value chain

9o5us 3om(any 9o5us 3luster

E 0E 0

7ishakha(atnam

astGoda2ariWest

Goda2ari

;hammam

;rishnaGuntur

Prakasam

ellore

3hittoor

3udda(ahAnanta(ur

;urnool

Mahbubnagar

algonda

Medak Warangal 7ishakh(atnam

astGoda2ariWst

Goda2ari

;hammam

;rishnaGuntur

Prakasam

ellore

3hittoor

3udda(ahAnanta(ur

;urnool

Mahbubnagar

algonda

Medak Warangal

Strategy in A5tion: et'ork O(erations>luster 'trategy



(ar$et ositioningG 'abse 'asta CLo%est Tari!!sD

B Unbeatable on the mostafordable basic services

B Direct communication – clearmessage

B No celebrities – valueproposition is the hero

. >hallenger

rand



9

#nternet strategy < Sabse Sasta =most affordable>

#nternet for All

‘nternet for all’ ambition at Uninoraims to

B Give access to !asic internet on

"o!ile at the "ost a#orda!lerates

B Ofers “internet” services (such asFaceboo! "hatsapp# and not “data”units o$ consumption (%&s and '&s#



Already at No$ 4 position on reenue and custo""ar&et share in the !est circles

1e2enue market share & rank?

Subs5riber market share & rank?

()*

+),

-)*

-).

-),

/)+

Andhra'radesh

Bihar

(aharashtra

)u*arat

+',est

+'East /

/

/

0

0

+

.)0+

.)+.

.)*(

.)+-

.),.

0)+0

Andhra'radesh

Bihar

(aharashtra

)u*arat

+',est

+'East /

/

/

0

0

)



B 35,000 points o! saleB +00 e-clusive stores12nd

highest net%or$ among all

operators in the 6 operating

>irclesB Uniue 'tore !ormats G -press

'tores, @uic$ 'ervice 8utletsB "nnovative channels G top1ups

and ne% connections o!!ered by

auto drivers, mil$men and moreB 'tate1o!1the1art *utomated

4istribution (anagement

'ystemB ; million customer interactions

every day

Se5ond highest e@5lusi2e store net'ork"n the 6 operating circles

5. (ass1mar$et

4istribution

*uto1rechargeH "nnovative !irst in the industry. *uto1drivers in

(aharashtra trained to o!!er top1ups and ne% connections

to passengers



Lo%est >ost per (inute rlangI'iteI(AH Uninor compared to incumbent

(ulti1vendor,

tech1agnostic

managed services

/ain sharing

%ith partners

8utsourced

needs1based

customer service

>ost innovation

mindset across

!unctions

8peration model

based on

partnerships

3ost (er minute / .BC

#n5umbent Uninor

EB (aise EC-,+B (aise

FC-m subs E.,)m subs

BH more effi5ient net'orkAligned with !usiness goals - handles higher tra.c at

lower costs

Incumbent's data is for PAN India Operations; Source: TRAI

Uninor data is based on 6 operative circles

6. Ultra

effi5ient

et'ork

"ncumbents



/lat structure0 open o.ce0 culture oftransparency and respect

1on2dence in Organisation3s 4eadership

Gro5th and Development

&ehaviour 1hange 6nde7

Operational 87cellence

9ervice :ualit;1ooperation

4iving the <alues

the <alues &ehaviour 6ndicator

Goals

=

+=

.==

/. *+

*0

/=

/.**/.

*/

/0

,0 --

--

,(,-,-

,/

,/

*>

Uninor ?elenor

). %oung &

ngaged

6eam

B One ?eam! One brand– a clear 9ense o$ @ride

B 6n$usion o$ 1ompetitive spiritand a culture o$ ?ransparenc;!empo5erment and ?rust

B Aighest 8mplo;ee8ngagement 9cores in ?elenorGroup on all criteria

B Bs measured b; %ene7a!

Uninor $eatures amongst thetop 7; C on emplo;eeengagement scores in the5orld)

B Uninor recognied as leading ?alent sourcing ground $or ?elenor group resulting inresource mobilit; in6nternational Bssignments.

Uninor m(loyee ngagement S5oreshighest in 6elenor Grou( on all 5riteria



Building 1ustaina!le Business

B Uninor’s 1orporateEesponsibilit; @rogramis built around the

concept o$ creatingshared value both $orbusiness and societ;)Our 1E initiatives arebuilt on our corecompetence–communications) "e$ocus our eforts

in three e; areas thatcreate shared value $orbusiness and societ;)

B 8nable

B 9a$e

B 1limate

,e!,ise

9ensitising andempo5eringchildren to5ardsonline sa$et; andsecurit;)

+ninor +nites

Bn active approachto5ards emplo;eeengagement to mae adiference to thecommunities around

them)

1a"par&

B G9'B supported programto increase teledentsit;among 5omen 5ith highcommercial viabilit;



@(and:

<et%or$ "n!rastructure

+5

nhan5e:

"nternet !or all

ngageH

mpo%erment

Uninor Mission .BC0

30 e-pansion o! net%or$and retail in the operating

circles.

4oubling the percentage o!subscribers %ho use mobile

internet. 4ouble revenue

!rom "nternet services.

e the most e-citing place

to %or$ !or employees %ho%ant challenge and

development



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