Wal Mart: An Example Of Operating Efficiency

Wal Mart An Example Of Operating EfficiencyMarketing experts ascribe Walmarts remarkable success to its schema of local dominance. It is also argued, amongst new(prenominal) competing explanations, that Walmarts superior returns ar out-of-pocket to its size and its purchasing power (Greenwald Kahn, 2005). The alliance is also regarded to be an example of operating susceptibility, even as detractors anyege that its usable success stems from an exploitation of its labour force (Greenwald Kahn, 2005).1. Application of Porters generic wine Strategy Model to Walmarts Growth StoryPorters Generic Strategy Model, first advanced in 1985, dry lands that a firms relative intra- patience coiffure is driven by its choice of outline for achievement of matched advantage in terms of (a) salute leadershipership versus differentiation, and (b) war-ridden scope. Competitive scope differentiates between firms that target broad industry segments and those that concentrate on narrow seg ments. Generic strategies are valuable since they exemplify strategicalal positions at the broadest and simplest levels. Table 1 below represents the different alternatives available to firms for choice generic purpose (Stanford, 2010).Table 1 (Stanford, 2010). Porters Generic Strategies (source Porter, 1985, p.12)Whilst all important participants in the sell sector offered the same range of extensive merchandise offerings, unexciting clean introduces and welcoming sales personnel, Walmart differentiated itself with its ground-breaking approach to set ups layouts and formats and its exceptionally efficient distribution system. The companys revolutionist distribution system facilitated the exploitation and implementation of its Everyday Low Price (EDLP) stratagem and helped in raising its trade parcel in the US from 9 % in 1987 to 31% in 2000 (Akella, Manvika Roberts, 2003).Walmarts ELDP answer has remained its core company note regard as since the launch of its f irst store in 1962 and has been the primaeval driving force hind end Walmarts sustained growth (MarketWatch, 2010). With value-for- funds being an important determinant of consumer behaviour worldwide, the companys conserved focal point on tolls and quality through and through the optimisation of its supply ambit and strict control over administrative and workforce cost grow been instrumental in its growth. The companys rigid attitude towards its workforce has, however, hurt its penetration in foreign markets like Germany. More caution to its labour policies could have possibly helped the company in strengthening its service without sacrificing costs and improved its efficiencies as easy as its image.2. Alternative StrategiesGlobally, and even within the US warehouse stores format, Walmarts operating strengths are commonplace where former(a) retailers enjoy similar operating advantages of advertising, distribution and store super mountain. Sam Waltons brilliance lay in re cognising these realities, first by establishing control over a core region, followed by assailing weaker rivals on the territorial fringes, wherein his core advantages could be layered with comparative ease (Greenwald Kahn, 2005).Walmarts operating advantages have had bound impact in its overseas markets (Greenwald Kahn, 2005). Walmarts overseas returns, on invested jacket crown or on sales, are slight than half its domestic margins. Despite Wal-Marts much efficient and competitive operations, much(prenominal) advantages are diluted in overseas markets, even where they are control excise by domestic companies with less advanced technologies and operations (Greenwald Kahn, 2005). Alternative successful strategies could have involved a greater focus on domestic urban markets in the earlier years. The overseas market amplification should have been done only after better appreciation of the cultures of overseas target markets.It is ack like a shotledged that Walmarts market control lies in its distinctive logistics capabilities, which render the company its competitive advantage. Its cross-docking caudex coordination system ensures that merchandise movement between twain loading docks occurs in less than two days (Fahy, 1996). Walmart has gained from this, not only in terms of reduced cost of sales, (by 2-3%), but also in curtailing inventories (Fahy, 1996), interest outlays, and working capital cycles. The system helps in value generation and augments competitive advantage (Fahy, 1996).It is extremely complex to take over such advanced communication and synchronisation amongst the suppliers, distribution centres, sales outlets and depots. It is this ability to set up high-pitched barriers to replication that confers Walmart with its competitive advantage (Fahy, 1996).3. handling of Generic Strategy Model for analysis of competitor activity and charting of future growthMarket experts state that Walmarts success does not come about just because of its lower prices (Cowgill, 2005). Comparisons of various crossroad category prices reveal that 80 to 85% of Wal-Marts merchandise is more expensively priced than at its competitors (Cowgill, 2005)With many of its competitors selling at lower prices, the companys extraordinary success is felt to be delinquent to its expertise in manipulating perceptions regarding its cost leadership (Cowgill, 2005). It is this pretermit of sagacity of Wal-Marts strategies and its organisational efficiency that has prevented competition from overtaking it (Cowgill, 2005).The majority of successful retailers focus on raising market share and turnover to improve pecuniary results. Their focus now and in the past has been on increasing asset utilisation/turnover (Willard, 2006). Walmarts Inventory Reload and Remix schemes emphasise its different focus. Deload refers to the broad-establish endeavour to shrink inventory levels (the biggest asset on most retailer balance sheets) at both stores and distribution centres (Willard, 2006). Project Remix centres on the velocity of individual SKU (semi-knocked-down unit) sales (Willard, 2006).The end destination at Walmarts is to boost inventory holding power and simultaneously move the goods from the backroom onto the rack swiftly and efficiently (Willard, 2006).Walmart has however not paid enough attention to the serious repercussions of its overzealous cost leadership. It has relentlessly pursued cost-cutting at the cost of its workforce. It has ruthlessly eliminated its neighbourhood competition and has extracted unbearable price reductions from its suppliers and service providers. Its biggest worry now is a larger stakeholder and public opinion.With local activists halting planned new stores, former employee groups initiating class-action discrimination legal suits, the media condemning the companys miserly benefits and voters in Europe label for legislation for the protection of small retailers, adverse public opinion has tu rned cost leadership into the single largest threat to the future profitability and growth of Walmart. troupe executives have conceded that its recent stock price weakness is linked to its deteriorating image (Carr, 2006). Wal-Marts strategy for damage control in this respect is criticality for its future growth.4. Use of Porters Five Forces and ram analysis to understand Wal-Marts current position and recommendations for future strategyThe Porters Five Forces Model (1980) for analysis of competitiveness squeezees the five forces of upstart Entrants, Substitutes, provider or Buyer mogul and Existing Competitors (Lever, 2008).Walmart manages its intensely competitive surroundings salutary. It deploys its clout and negotiates the lowest possible prices, stretching suppliers beyond their limits (Bysani, 2003). The negotiating power of buyers and suppliers is low since Wal-Mart has realized dominance in its domestic marketplace and its overseas market share is also growing (Bys ani, 2003).The prospects for new entries are limited because of considerable setup costs and regulatory restrictions. The threat from substitute retail formats appears to be low (Bysani, 2003). Internecine competitive rivalry among industry participants is, however, high (Bysani, 2003).Whilst Porters 5 forces technique is simple, its weakness is its away focus (Lever, 2008). It is old bagd purely on microeconomics (Recklies, 2001). The last few years have forgathern the emergence and growing dominance of deregulation, globalisation and digitalization, maturations that are outside the landed estate of the Five Forces Model (Recklies, 2001). It is thus inadvisable to develop an analytical strategy mean(a)d solely on Porters model (Recklies, 2001).SWOT, an analysis of internal and external environment, is a popular strategic dickhead that encompasses 4 key organisational dimensions, videlicet strengths, weaknesses, opportunities and threats (Lever, 2008).Walmart is the largest global retailer. This bestows the company with worldwide intra-industry status and recognition (Bysani, 2003). Its logistics capabilities, distribution centres and supplier relationships are key strengths that tote up value to its entire system (Bysani, 2003). Apart from Walmarts domestic urban marketplace opportunities, the growing middle class in emerging markets like India and mainland China offers Wal-Mart a remarkable magnificationary opportunity. E-commerce provides the organisation with another growth opportunity (Bysani, 2003).Walmart demonstrates less adaptability to overseas markets and cultures. Weaknesses also exist in its anti-trade and exploitative labour policies (Bysani, 2003). Threats to the company encompass anti-globalisation factions, resistance from customers in new markets, recent wars and outbursts, increased competition in mature European markets, zoning regulations and rising trade blocks (Bysani, 2003).Strengths and weaknesses identify and are identify by opportunities and threats (Valentin, 2005). Strengths help in thwarting impending threats and in recognising visible opportunities, whereas weaknesses leave a avocation defenceless or work against the generation of value to its stakeholders (Valentin, 2005). The SWOT framework, however, does not accept tradeoffs (Valentin, 2005). SWOT guidelines are limited further because they not only mix accomplishments with strengths but also lack norms for prioritising SWOTs (Valentin, 2005).Wal-Marts future strategy has to fundamentally sustain competitive advantages in addressing its trade practices in claiming best-in-class supply chain, customer relationships and environmental management. The company should also focus on non-exploitative and fair practices towards all its stakeholders, especially its workforce.Section B dominos Pizza in IndiaPavan Bhatia took over as the chief executive officer of Dominos Pizza India Ltd. in November 1999 and led the company till May 2001.The operation s of the company under his leadership is a better-known case try out of fast nourishment retail chains in development economies.Dominos outlets, during this aggressive phase, were opened swiftly across the country and multiplied by four times to 100 from March 2000 to January 2001. Such expansion of outlets at Dominos had not until then been witnessed in any of the 63 countries in which it operated. The companys growth rate increased from an average 4 stores per year in its initial 4 years of operations to over 100 outlets across 30 cities during these 10 months (Icmrindia, 2001). Bhatias expansion initiative, whilst accepted by Dominos officials, did not determine favour with the Board and led to the companys reorganisation.Jubilant Food Works Limited (JFL) now operates the Dominos pizza chain within the Indian domestic market. Its procure franchise agreement with Dominos is valid till 2024. JFL is Indias first quick-service restaurant (QSR) chain to be publicly listed (Chellu ri, 2010).Bhatias main objective for Dominos IndiaBhatia was extremely intriguing for Dominos India and his main objective was to make it the largest fast- regimen chain in the country (Icmrindia, 2001). In early 2001 Dominos India announced plans to invest Rs. 500 million during 2001and add a hundred outlets each year (Icmrindia, 2001).Bhatia tied up with Jet Airways in India in 2000 in order to introduce their ultimate deep debaucher and sweetie pie food products on all Jet flights (Icmrindia, 2001). He announced that For Dominos, the sky is the limit. We like to deliver hot, fresh pizzas everywhere, anytime. This tie-up with Jet Airways takes our commitment to customers on the move even a step further. Dominos also signed an agreement with Indian Oil Corporation (IOL) to offer food products from IOLs 7,500 outlets across India (Icmrindia, 2001).The line became complicated, post the March 2001 board meeting, wherein Dominos top management decided that Pavan Bhatias performance had not been satisfactory during his tenure of 18 months (Icmrindia, 2001). The board opined that Bhatias expansion strategy was reckless and not properly thought out. Not many analysts, however, agreed with the boards decision and believed that the board was disregarding the probable long-term advantages of his strategy (Icmrindia, 2001). Whilst Dominos officials felt that at that place was nothing wrong with the pace of opening outlets, Hari Bhartia, a rival Board Member, felt the expensive organisational radix, including the distribution centres set up in 1999, needed to be better utilised (Icmrindia, 2001).Dominos, contrary to other fast-food chains, which operated either on the franchise or self-owned outlets models, or both, operated through company-owned premises. This entailed huge investments in back-end infrastructure and analysts felt that the companys line of reasoning model could not support such overheads and yet implement the proposed marketing plan (Icmrindia, 200 1).2. Application of STEP and Porters 5 Forces to Dominos select StrategyThe STEP model is a variation of the popular PEST analytical channel measurement tool (Businessballs.com, 2010).The PEST model is useful for understanding environmental factors, more specifically the governmental, Economic, Social and Technological factors, which are important for the activities of specific business firms (Businessballs.com, 2010).The Indian food and food-processing industry are burdened with haemorrhoid of legislations. Dominos India realised that too many resources, effort and time was being diverted to unproductive and burden roughly work, whether it related to acquiring scores of permits for every store in every city or whether it concerned publicises like licensing, city laws, realty brokers, infrastructure, title, lease agreements, water, power, signage, markets and dealing with contending restaurants (Icmrindia, 2001). India also had a signifi roll in the haytly low per capita incom e (of less than 30 USD per month in the early 2000s.Bhatia, despite such environmental indicators, launched Dominos outlets in numerous cities and small towns between March 2000 and January 2001. Pizza economic consumption in many of such places was extremely low. Analysts also felt that many Pizza consumers felt Dominos prices to be high and unaffordable (Icmrindia, 2001). The uncertain viability of certain outlets led to their closure, not just in small cities but also in prosperous Delhi and Ludhiana.Michael Porters 5 Forces theory argues that the competitiveness of an industry depends upon five dimensions, namely (a) actual competitive rivalry between suppliers (b) threat of new market entrants (c) dicker power of buyers (d) power of suppliers and (e) threat of alternate products (counting technology change) (Businessballs, 2009).Dominos future in India is fraught with competition, despite having the first-mover advantage over competitors like Pizza Hut (Chelluri, 2010).The ne gotiating power of buyers and suppliers is not very high as Dominos has established some control over the marketplace. The threat of new entrants is high and is expected to arise from local quick service restaurants. Dominos competitors, apart from stand-alone pizza outlets and domestic and global pizza chains include casual dining and other food service establishments.The threat from substitute goods is high as new cuisines continue to be introduced across Indian markets. Customers idler choose to consume food and food add-ons at highly competitive price points from diverse local and non-local food establishments. The array of offerings varies from simplistic takeaway fare to the major dine-in alternatives of wider range and better quality. Competitive rivalry in the food sector is intense and numerous food establishments open and close every year.The use of STEP and Five Forces analytical tools corroborates that the expansion strategy adopted by Pavan Bhatia was hasty and inappro priate to popular circumstances. Expansion strategy has to be customised to the needs of particular markets and should take account of the different concerns that emerge from STEP and Five Forces analysis.3. Application of Force Field summary to facilitate Stakeholder AnalysisForce Field Analysis, propounded by Kurt Lewin in 1951, is extensively utilised for decision- devising, especially in organisational planning and executing change management programmes (ODI, 2009). It is a potent method for obtaining a comprehensive synopsis of the various forces impacting a potential policy issue, and for evaluating their source and strength (ODI, 2009). Force Field Analysis course follows the Problem Tree Analysis, which is employ for identification of policy changes. The stakeholder Analysis is a constructive continuation of Force Field Analysis and involves the recognition of particular stakeholders, who are in favour of or against change, on with their influence and interests (ODI, 200 9).Stakeholder analysis aims to categorise the stakeholders (external or internal) that are impacted by the outcomes of specific performance advantage view (Alvord, 2010). Such an analysis helps in the determination of all perspectives and allows them to be represented in the performance project design process. No particular perspective is permitted to loom a process in such circumstances (Alvord, 2010).Stakeholders depict individuals or enterprises that stand to benefit or lose from the achievement or failures of performance improvement effort. Their interests, in terms of needs and expectations in such matters, potty be professional, monetary, cultural, personal, or trick even arise from a horde of other motivations (Alvord, 2010).Stakeholders characteristically have positive or negative perspectives regarding a particular project, and frequently disagree amongst themselves, making it difficult to resolve diverse viewpoints (Alvord, 2010). Influence signifies a stakeholders c omparative power and control over and in a project. Influence is described as the degree to which a stakeholder dirty dog influence project operations and thusly shape project outcomes (Alvord, 2010). Management need to strategise and implement satisfactory decisions for the benefit of all or most stakeholders. They must otherwise make efforts to ensure that powerful and genuine stakeholders are not too dissatisfied (Alvord, 2010).The most vital stakeholders, as inferred from a Stakeholder Analysis are the shareholders, franchisees, technology partners, and customers, the first cardinal due to their ownership, project funding, franchising and technological capabilities, and the last for their purchasing power and income generating capability.The primary facilitator in the entire project performance is the workforce, (including the management), which is administered and self-managed by the senior management of the company. The management is accountable to the Board of Directors an d it is the relative influence of constituents of the Board that decides the formulation and implementation of the organisational strategies and policies. The Board is ultimately accountable to the shareholders. The suppliers and service providers are next in relevance due to their lesser influence on the operations.Section C IBM1. Application of Porters Generic Strategy Model to explain IBMs Competitive Advantage before the 1980sPorters Generic Strategy Model avers that the position of an enterprise relative to its industry is led by its selection of a strategy for attaining competitive advantage, with relation to choosing between cost leadership and differentiation, and its competitive scope. Generic strategies represent strategic positions at the simplest and broadest levels (Stanford, 2010).Competitive advantage comes about when a companys product or service generates more value (symbolic, as well as in its features) for the customer than a contending product or service. To illu strate, IBMs introduction of the Selectric typewriter offered both kinds of value for users and buyers (Heide, 1992).There are two approaches, (which are not mutually exclusive), of deploying IT to gain competitive advantage, firstly, as an important product or service seller or service provider in the market to external customers, and secondly, as an organisational support system, which is transparent to the customer, for a product or service (Heide, 1992)IBM dominated the computer markets during the 1960s and the 1970s. Its superior service, during this period, was the source of its competitive advantage. The byword No data processing manager was ever fired for ordering IBM implied the unmatched commitment to service. Improved broad-based computer reliability in contemporary times, along with the technology led shift towards workstations and personal computers, has however made competition in the industry more difficult, counteracting IBMs distinct competency as a rear of sustai nable advantage (Werther Kerr, 1995).It is difficult to sustain a specific competitive advantage in IT-based products and serve in the contemporary era as competitors replicate successful moves swiftly (Heide, 1992). The product life cycle in several high-tech sectors like semiconductors and personal computers is normally as low as trine to five years (Heide, 1992). Companies in such industries launch upgraded or radically novel products with short development cycles, very much before the competition or the resultant generation of products eats into their profits (Heide, 1992). Companies deploying such differentiation strategies (Porter, 1980) gain competitive advantage through the unique design, quality, creativity, customer support, and inherent research of their products or services (Heide, 1992). Other companies, intra-industry, often follow with lower-cost substitutes (Porter, 1980) (Heide, 1992).2. Application of Porters Generic Strategy and Ansoff Models to Illustrate th e Regaining by IBM of its Differentiated PositionMichael Porters Generic Strategies model postulates that companies have three fundamental strategic alternatives for garnering competitive advantage, namely (a) Cost Leadership (b) Differentiation and (c) Focus (Stanford, 2010).The Ansoff matrix, on the other hand, helps organisations in deciding their growth strategies. It provides strategic alternatives on the products or services an organisation should offer and on the marketplaces that are crucial its growth and success (Verbera, 2009).The Ansoff matrix provides four feasible product/market permutations, namely market penetration, market development, product development and diversification (Ansoff 1957, 1989) (Verbera, 2009). Diversification is a popular strategic option for companies in the current competitive business environment.IBM owes much of its gains in recent years to its policy of carefully thought out and consistent diversification (Verbera, 2009). The company previousl y pursued a just integration stratagem, involving its entry into new industries to reinforce its core business, model. It benefited from backwards vertical integration with the disk-drive sector and forward vertical integration with the computer software and consulting services industries (Hill et al, 2007). IBMs vertical integration policy was previously an important source of competitive advantage (Verbera, 2009).IBMs subsequent policy of diversification, entailing the achievement of over 400 businesses, was felt to be high risk by market observers. Its significant success is now however attributed to the companys business foresight and effective control mechanisms. The use of the Ansoff Matrix helps in analysing IBMs strategic choices for regaining its position of differentiation from other market participants and leads to the conclusion that organisations need to modify their strategic alternatives in accordance with the changing competitive scenario (Verbera, 2009).The emerge nce of the ground computer in the 1980s changed the fundamentals of IBMs markets. The company during this period tried to reposition itself quite a few times. It sometimes appeared that different groups favoured different strategies and by 1992, the company was contemplating a break-up strategy. Louis Gerstner, CEO of IBM from 1993 to 2002 is credited with bringing about strategic changes that changed organisational fortunes and reinstated the companys erstwhile important position in the computer industry (Kelly, 2004).Gerstner did not turn out IBM on a new course. He was, in fact, instrumental in taking it back to its roots. IBM had for decades stayed with its strategy of offering one-stop shopping to large companies for their information services, (IS) a strategy termed as singleness. It strayed from the strategy during the 1980s, alienated its clients, and under Gerstners leadership reverted back to it. The company went back to being a full-service provider for its clients and administering their technological integration. This singleness strategy has been spring upd for the current IS environment (Mills, 1996). Gerstner kept the company together, refocused on the IT services sector, and embraced the Internet. His efforts resulted in one of the most extraordinary revivals in business history.3. Application of the capital of Massachusetts Consulting Group Matrix to Analyse and Justify IBMs Products and Service positionsThe BCG Matrix provides a useful method for portfolio planning, through the evaluation of the health of different players within a portfolio of businesses or product lines (Mixner, 2006). Developed by Bruce Henderson at the Boston Consulting Group during the early 1970s, the BCG growth-share matrix evaluates businesses or products as high or low performers, based on their comparative market growth rate with regard to the market share of the next best competitor (Docstoc, 2010).Different businesses or products, in the BCH Matrix, are categor ised as Cash Cows, Stars, Question Marks, or Dogs on the basis of their performance (Docstoc, 2010). The BCG concept calls upon organisations to appreciate that Stars represent the best place for an investment of limited funds, because of their potential to achieve high market share within a high market growth segment, for the production of optimal profits (Mixner, 2006).There are difficulties with this analysis. The various problems with such an approach include the high expected expenditure associated with the growth of market share, difficulties of increasing profitability in challenging marketplaces and the possibly foolish supposition of confirmed market growth (Mixner, 2006).IBM, based on the BCG Matrix portfolio analysis, appears to have a number of star businesses in the Systems and Technology Group. These have lead positions in their market segments and continue to maintain the high overall business growth rate in spite of emerging competitors. The Consulting and IT ITES services segments can be considered as Cash Cows, because of their strong market share and their potential to sustained profits and cash flows.The hardware segment within computer technology has seen commoditization over the last several years due to plummeting prices (Korzeniowski, 2003). This would require it to be placed, either in the Question Mark or Dogs category, because of inadequate profitability and steep competition. These businesses can be divested at appropriate valuations.4. Strategic Recommendations for IBM with the Application of Porters Generic Strategy and BCG Matrix modelsThe use of Porters Generic Strategy and BCG matrix models and a study of IBMs current and envisioned product lines reveals that IBM has a few enormously exciting models that should sustain and thrust its future growth. The company should focus on cloud figuring, BPTS (Business-Performance-Transformation services) and grid computing. inorganic investments in related enterprises, emerging or other wise, provideing facilitate sustained star performance and maintain its eminent position in the overall IT ITES space.IBM CEO Sam Palmisano states that BPTS, involving a combination of IT and business-process outsourcing (BPO) with intelligent software and consulting services, has a potential $500 billion market. Consultants from IBM Business Consulting Group assist customers in deploying BPTS services for streamlining and re-engineering soi-disant SGA (selling, general and administrative) processes like finance, accounting, and HR management ( McDougall, 2005). IBM has also recently announced its suite of cloud computing solutions, IBM Smart Business cloud services portfolio and IBM souse systems, which inwroughtly comprise of pre-integrated software, hardware and services offerings that offer customers novel delivery models for IT ITES capabilities (MacSweeney, 2009).The IBM Mass Lab is generating software to manage some of the worlds most complicated process and infrastruc ture projects in areas like railroads, food traceability, water management and healthcare modernisation. Much of software demand is being generated by the requirement to modernise and change nearly every system, for example, energy management, et al through smart grids (Ebizq, 2010). The IBM Mass Lab is generating software to cater to the new era of enterprise expeditious computing for more efficient convergence and integration to support an exponentially increasingly mobile workforce (Ebizq, 2010). Grid computing has regained favour and is helping IBM in retaining its position of a chief industry vendor (Korzeniowski, 2003).Both the Porters and BCG models necessitate the recommendation that IBM focus and deploy all its assets (physical, information and intangible) in achieving differentiation for each of its product and service segments to remain in the star quadrant of the BCG Matrix. The company should however seriously think of exiting its slow-moving hardware business.Bharti Airtel Ltd An AnalysisBharti Airtel Ltd An AnalysisThis assignment has in general been done to provide a discussion as to the application of Strategic Business Management and planning within current global business environment. For this study I have used a case study on Bharti Airtel Ltd that is an Indian mobile tele call back company. harmonisely, this assignment basically covers followings objectives.Understanding the role of strategic business planning in Bharti Airtel LtdUnderstanding of the strategies Bharti Airtel Ltd use to achieve competitive advantageUnderstanding of the impact of internal and external factors on Bharti Airtel LtdUnderstanding of the environmental factors that have an effect on strategic business management and planningAbout Bharti Airtel LtdBharti Airtel Ltd is a one of the leading global telecommunication companies that operates in 19 countries across Africa and Asia having 200 million customers. It is a one of the six best performing technology compa nies in world that has been ranked by business week. Bharti Airtel Ltd primarily offers following services to its customersMobile voice and data servicesFixed sound lineHigh speed broadband servicesIPTV, DTHTurnkey telecom solutions for enterprisesNational international long distance services to carriers(Source About Bharti Airtel Ltd, available fromhttp//www.airtel.in/wps/wcm/connect/about+bharti+airtel/Bharti+Airtel/About+bharti+airtel/?WCM_Page.ResetAll=TRUECACHE=NONECONTENTCACHE=NONECONNECTORCACHE=NONESRV=Page(Accessed on 10th March 2012)1.1 make out and critically evaluate Bharti Airtels goals, objectives and valuesIt is said that global business environment is changing structurally and, in all chance (Kourdi 2003). Hence, any type of business organization should have strong, transference goals, objectives and values in order to succeed the business. They enable the managers of the organization to formulate and manage appropriate strategies within the business. Accordingly, in this department I will identify and evaluate goals, objectives and core values of Bharti Airtel Ltd.Goals and Objectives of AirtelUndertaking of transformational projects which has a positive impact on the society while contributing to descriptor the nationDiversification into new businesses in sectors such as financial services, agriculture and retail business with world class partnersTo lay the foundation for creating a abstruse of futureCore Values of AirtelBeing Flexible for the adaptation of the environment changes and evolving customers needsOpenness and transparencyGive power to People to do their bestCreating Positive Impact on the society by creating a meaningful differenceMaking it happen through the innovation of new ideas with entrepreneurial spiritIf we look at the above goals and objectives of Airtel, we can identify that they have been achieving them to a certain extent. If we consider the objective of diversification into new business, Airtel has been accessing to such business sectors. For example, now they have been engaging financial services in India through telephony services. Acquisitions of Airtel throughout the world convince us that Airtel has created a foundation for conglomerate of future. Above mentioned core values of Airtel which are the beliefs of owners have been the keys to its success.1.2 Suggest ways in which Bharti Airtel can replicate its success in India in foreign marketsIt is a big challenge for any business to have or replicate its success in globe due to higher completion. For this purpose, business organizations must formulate and implement business strategies that suits global market conditions. Bharti Airtel has been succeeding mainly due to its values and management. In this section, I am going to suggest ways to Bharti Airtel that whitethorn assist in replicating its success in India and foreign market.Further acquisitions and mergers with other telephony service companies in India and foreign marketsSince A irtel has a healthy financial strength, it can focus on the acquisition of telephony service companies such as Reliance Comm. This will increase the customer base of Airtel.Access and expansion of Airtels business operations in to other countries such as United Arab Emirates, Kuwait, Saudi Arabia and QatarWidening 4G lucre coverage within the areas in which Airtel operatesAirtel can widen its 4G network coverage through rural areas in India. Doing they can increase its market while supporting the nation building process in India.Introducing and promoting new mod services that match with telephony service industry such new advance technologies such as ATM rechargeLaunching low price promotions to attract mass customers as much as possibleDifferentiation of the brand through emotional perspectives1.3 Using your knowledge of different strategy development models analyse Bharti Airtels development of its strategy and identify the model(s) applicable to them.Bharati Airtel Ltd has been market leader in India since its business models and strategies attracted many industry experts admiration. So they have been innovative in formulating and implementing business strategies through strategy development models. Now let us analyse development of strategy in Bharti Airtel by using strategy development models applicable to them.1.3.1 Porters Five Forces ModelThreat of New EntrantsDue to increase demand for telephony services in worldwide, there are possibilities for new investors to galvanise their business in this field. Accordingly, Bharti Airtel whitethorn encounter threats from entrants in to its market in India, Bangladesh, Sri Lanka and Africa. The number of players in telecommunication industry in India has increased and it has caused Bharti Airtel to change its strategic approaches that they followed. Furthermore the inclusion of technologies such as 3G has into the industry has brought many entries in to the telecommunication industry. Hence, we can see an inc reasing threat from the new entrance into the telecommunication market.Bargaining Power of SuppliersWe can see uniqueness in telecommunication equipment suppliers in the global market. There is not a perfect market for telecom related equipments and materials such as fibre optic cables, broadband switching equipment and software etc in the globe. Thus it can be seen that there is a bargaining power over Bharti Airtel. Whereas we can see an increasing trend towards the arrival suppliers in relations to the telecommunication related equipment. This have reduced Bargaining Power of Suppliers that may be encountered Bharti Airtel.Bargaining Power of BuyersIn the telecom industry, the biggest is held by the customers. If customers are not satisfied, they may shift to other telephony service companies. Customers can be retained if quality services are provided for affordable prices. Accordingly, Bharti Airtel has been following cost leadership strategy to cope up Bargaining Power of its customers.availableness of SubstitutesPresently, internet services have been the domain of mobile services. Hence internet sector and telephone services have come under one sector. With the arrival of broadband, WiFi internet services and new technological mobile devices, volume have been able to have the role of telephone such as phone calls and SMS done through internet calls and chat services such as SKYPE, Yahoo messenger. These threats from such substitute products have becoming a significant issue for Bharti Airtel. Nevertheless Bharti Airtel has been developing and implementing many strategies to cope up such threats by expanding its internet services and introducing new products like IPTV, DTH services for its sustainable growth.Competitive controversyIn Asia and Africa there is a high competition among telephony service providers. For examples, in India Bharti Airtels main competitors are Vodafone Essar and Reliance Comm. In the same manner it has many competitors in Sri Lanka such as Etisalat, Dialog, Mobitel and Hutch. Therefore we can see that there is a huge competition in the telephony services industry in Asia and Africa. So Bharti Airtel is implementing strategies such as cost leadership, differentiation in order to get competitive advantages.2.1 Analyse the acquisition of Zain Africa by Bharti Airtel. If you were their consultant, would you have advised them to go ahead with the deal?In this chapter, I am going to analyse the acquisition of Zain Africa made by Bharti Airtel through the PESTEL and SWOT analysis. Afterwards I will evaluate the benefits that Bharti Airtel can have from the acquisition and potential problems that Bharti Airtel may have on its operation.2.1.1 SWOT AnalysisThe SWOT analysis is a useful tool for decision making process and understanding all kind of situation which can arise in a business organization (Pearce, Robinson Mital, 2008). Accordingly, the word SWOT stands for Strengths, Weaknesses, Opportunities, and Thr eats of an organization.Now let us analyse Bharti Airtel acquisition of Zain Africa by using SWOT analysis. Table 1 provides the SWOT analysis as to the acquisition of Zain Africa.StrengthsNew market power over 17 African countries and 5 middle east countriesAddition of 42 million subscribers to Airtels subscriber baseAcquisition of more skilled employeesIncrease reputation of Bharti Airtel brandEntrance in to the league of worlds top five mobile network operatorsWeaknessesFinancial difficulties may arise because money amounting to $7.87 Billion have been invested on the acquisitionAmount spent on the acquisition seems to be expensiveMost of the African countries like Uganda, Ghana and Madagascar have a very lower ARPU compared to others African countriesMorale and commitment of existing employees may reduce due to new employeesDifficulties may arise when Bharti Airtel coping up with organizational cultural changes in AfricaOpportunitiesBharti Airtel can dominate many telephony serv ice market with its economies of scaleOpportunity to build new kind of telephone services over subscribers in Africa.Opportunity for expanding of Airtels telecommunications operations further Africathe opportunity for restructuring of Bharti Airtels business operationsThreatsFalling of Airtels stock price by 9.22% during announcement of the acquisitionPossible counter attack from other telephony services companies in AfricaManagement of Bharti Airtel may be excessively focused on the acquisition alternatively than focuses on the operationsTable 1 SWOT Analysis for Bharti Airtel acquisition of Zain Africa2.1.2 Benefits of the acquisition of Zain AfricaWith the the acquisition of Zain Africa, Bharti Airtel have been able to enter top five mobile network operators in the world.Bharti Airtel and Zain Africa fit well together because both companies have valuable skills and experience to deliver quality telephony services to the customers. As a result, there is an opportunity for Bharti Airtel to be the market leader in Africa.Global reputation of Bharti Airtel increases due to this acquisition.Increase in global customers of Bharti Airtel by an amount of 42 millionThis acquisition has led Bharti Airtel to boost its achievements in telecommunication sector in world wide. at long last this acquisition of Zain Africa as a growth strategy enables Bharti Airtel to expand its business operations to a greater extent.2.1.3 Potential problems of the acquisition of Zain AfricaAmount spent on Bharti Airtels acquisition of Zain Africa seems to be little bit expensiveThere may be complexities when such expanded business operations are going to be managed by Bharti AirtelBharti Airtel may encounter some financial problems when a significant investment is again required to operate the business.Existing employees moral may decrease with new acquisition of Zain Africas employees.There may be some complexities when cultural changes which occur as result of this acquisition are goin g to be managed.According to the above evaluation of Bharti Airtels acquisition of Zain Africa, we can recommend this deal since it brings many advantages to Bharti Airtel Ltd for the current period as well as future periods.2.2 Analysis of Bharti Airtels strategy for remaining competitive and increasing market share and subscriber baseDue to the higher population in India, presently there is an emerging of more competitors such as local competitors as well as international competitors such as Vodafone and DoCoMo into Indian telephony service market. This has been a min threat for Bharti Airtel to cope up. Accordingly, Bharti Airtel should formulate and manage strategies so as to have competitive advantages over it competitors while increasing its market share. In this section, I will analyse strategy that Bharti Airtel is following to have competitive advantages.According to the case study Bharti Airtel Ltd, we can notice that they are following cost leadership strategy as its comp etitive strategy to remain competitive in the market. Due to the competition in telecommunication industry in India, Average Revenue per User (ARPU) in India which is one of lower ARPU in the world was declined. Bharti Airtel has Rs. 438 ARPU in 2005 and that was declined to around Rs 350 in middle of 2008. Part of this reduction can be attributed to low price life time recharge promotion sheme that Bharti Airtel introduced in 2007. Finally ARPU of Bharti Airtel has declined to Rs 230 by the end of 2009.Figure 1 Average Revenue per User (ARPU) of Bharti Airtel in its Indian MarketAccording to the above figure 1, we can see that ARPU of Bharti Airtel is gradually decreasing due to its main cost leadership strategy. Although its ARPU is decreasing, Bharti Airtel has been able to remain competitive in the business because its application of cost leadership strategy has been increasing its market share as well subscriber base.2.3 Critically assess the risks faced by Bharti Airtel in Afr ica and how they can overcome the risksThere is probability to have a lower ARPU form African customers since Zains ARPU is less than 1$ and lower revenue in 2009 compared to 2008. This is mainly due to the fact that many African countries consumers have very little purchasing power. Thus, Bharati Airtel should decrease its prices and increase number of subscribers in African countries as to its sustainability growth.Since Zains African market had been struggling, there is a hap not to deliver values to its shareholders. Zain was market leader only in ten of the fifteen African countries it may difficult for Airtel to dominate such markets. Thus, it has to adopt cost leadership and focus strategis for the growth of the business by which core values can be created.Bharati Airtels debt to equity ratio may increase to 11 due to long term borrowings from banks. This will lead solvency problems in future. Thus, it should try to raise fund through retained earnings, ordinary shares while making net profits in future.Cost of base stations in Africa is high since its cost is 3 times compared with Europe. This indicates that Bharati Airtel have to incure relatively high capital expenditure. With a higher capital investment and lower ARPU, it may generate lower Return on Investment for Bharati Airtel Ltd.Cultural, language and regulatory differences in the 15 African countries is a big challenge for Bharati Airtel. If they do not adopt such differences quickly, it may lead to an interruption for it operations in African market. Accordingly, Bharati Airtel should be dealing with 15 countries, 15 organisations and 15 regulatory regimes effectively and efficiently to overcome possible operational interruptions.There are high fluctuations in local currencies of African countries. This may bring foreign currency risk for Bharati Airtel. Thus, Bharati Airtel should arrange hedging contracts with parties so as to reduce such risks.3.1 Critically analyse Bharti Airtels, missi on, vision and Strategic bearingBefore Strategic intent of Bharti Airtel is analysed, I will analyse vision and mission of Bharti Airtel because vision and mission of Bharti Airtel express its Strategic intent in broad terms and in specific terms.Vision Statement of Bharti Airtel LtdTo be globally admired for telecom services that delight customersAccordingly we can see that Bharti Airtels vision reflect what it does and the future status of the organization that it expect to be. This presents the detailed picture of Bharti Airtel while providing the major reason to do its business. This provides the company to go head successfully as it provides long term direction to employees.Mission Statement of Bharti Airtel LtdWe will meet global standards for telecom services that delight customers through customer service focus, empowered employees, innovative services and cost efficiencyAccordingly we can see that mission statement of Bharti Airtel consists of following 3 essential compone ntsKey market Global telecom marketContribution Telecom servicesDistinction customer service focus, innovative services and cost efficiencyStrategic intent of Bharti AirtelBharti Airtels dtrategic intent express that it tries to give a telecom service that admired globally to its customer in a manner that they will be delightful. This indicates Bharti Airtel is prepared flexibility when several situations occur in global business environment. Accordingly this provides a direction, discovery and destiny for Bharti Airtels operations.3.2 In the process of developing their strategy, do you think that Bharti Airtel used incremental change or transformational change? Analyse your answersThere should be a transformational change in the internal environment of Bharati Airtel when they develop strategies. That is organization structure and culture of Bharti Airtel may have to be changed due to its new strategies being developed. Strategies are mainly prepared to cope up both internal and external environmental changes. Thus, when strategies are developed, they have to developed and implemented so as to adopt for such changes. As a result, Bharti Airtel should used transformational changes within its business operations.For example, acquisition strategy of Bharti Airtel led them to change its organizational structure and culture as they expanded its operation into Africa. Hence, they cannot do its operations in Africa with its previous organizational structures and cultures when they do business in Africa. Accordingly Bharti Airtel must adopt and use transformational changes such as adoption to African culture and regulations etc so as to develop and implement strategies in order achieve a sustainable growth.Analyse the potential impact of global issues in telecommunication industry and its effect of Bharti AirtelPolitical Unsuitability in countriesMany of African countries have unstable government which directly affect the operations of Airtel in African countries. When government changes policies, laws and regulations of such countries may be changed. Hence, it may affect the smooth operation of Bharti Airtel. So they have to change its strategies so as to adopt such political changes.Issues in global economic conditionsGlobal financial crisis, brewing for a while, demonstrate its effects in 2007 and 2008. As a result, stock market s around the world fell down and large financial institutions collapsed.Source Global Financial Crisis-Global Issues, Available fromhttp//www.globalissues.org/article/768/global-financial-crisis(Accessed on 10th March 2012)Accordingly, there is possibility of global economy to unstable. If such thing happend, it would have seriously affect the operations of Airtel.There was high rate of corruption in African countriesWith the high rate of corruptions of people in Africa, Bharti Airtel will have an issue with regard to recovery of post paid bills from such people.Issues in bringing technologies to African countries The cost for establishment of base station in some African countries is 3 times compared with Europe. The cost of a base station in African countries is about $180,000 to $200,000. In Europe country the base station would cost about $50,000 to $60,000. Therefore, Airtel will have to invest more money on base stations.Threat of Internet for traditional role of telephone services such as phone calls and SMSIn the world today, we can see that the internet has experience the future of connectivity. With the arrival of free services such as Skype, Yahoo Messanger etc, there is a threat for telephony service companies. There is trend that people are becoming used to such free services. Accordingly demand for phone call services and Short Message Services in Airtel may decrease.Identify and critically analyse the impact of different stakeholders in Bharti AirtelStakeholders are the outside entities and people that have an interest in an business organization (Verzuh 2003). Stakeholders of Bharti Airtel can be identified as follows.CustomersBusiness and Individual customers like to experience the quality and prices of services provided by Bharti Airtel. If quality of its service is low, customers may shift to other service providers.CompetitorsCompetitors such as Vodafone Essar, Reliance Comm, MTN and Vodacom are interest to know strategies of Airtel so as to give a counter attack toward airtel.Share holders of Bharti AirtelShareholders of Bharti Airtel interested in the financial performance of the company. If the company is not performing well, shareholder may change the director board or dispose their shares. governing bodiesGovernment bodies in each geographical area such as India, Sri Lanka and African countries have major impact on Bharti Airtel since they may change laws and regulations regarding telecommunication industry.SuppliersSupplies of telecommunication related equipments and Material know the financial positions and operations of Airtel so as to conv ince that they can continue the relation with Bharti Airtel.Employees of Bharti AirtelEmployees are interested to their job condom and rewards. Employees may resign from the company if they were not treated well.Propose and argue ways in which Bharti Airtel can respond to the environmental factors affecting its Africa operationsPolitical environmentMany of African countries have unstability in their political positions. Airtel can cope up with these governmental changes by developing strategies that suits with such changes and keeping connections with such governments.Poor economic conditions in African countriesBharti Airtel can do its operations in African countries with such economic conditions by introducing low price scheme and increasing subscriber base. This will allow the company to give a higher competition towards other telephony service providers.Higher currency fluctuations in many African countriesI suggest Airtel to have hedging contracts with banks so as to reduce su ch foreign currency risks. But this may take away the opportunities of having foreign currency gains.Low level of urbanization in African countries populationsTo cope up this environmental factor, Bharti Airtel should install additional towers and radios in such areas. This require substantial amount of capital to be invested.ConclusionThe acquisition of Zain Africa has led Bharti Airtel Ltd to expand its operations globally and it can be considered as a prominent growth strategy of Airtel. Objectives of Airtel such as undertaking transformational projects and diversification into new businesses such as financial services have been achieved to some extent. study of strategies of Airtel have enabled them to achive such objectives while having core values such as quick adaptation for the environment changes and customers needs, openness and transparency etc. The main competitive strategy that Bharti Airtel uses is low cost leadership. The acquisition of Zain Africa have brought benif its to Airtel such as New market power over 17 African countries while having 42 million subscribers to its subscriber base. But operations in such countries has been challenge for Airtel due to political instability, poor economic conditions and higher cost on base station. Therefore, Bharti Airtel must develop and apply appropriate strategies in African countries in order to have sustainability growth.