Strategic Management Concepts and Applications

This assignment delves into the fundamental concepts of strategic management. It examines various models and frameworks used for strategic planning, including the resource-based view and dynamic capability perspective. The assignment also explores how organizations implement strategies, evaluate their effectiveness, and leverage them to gain a competitive advantage. It provides insights into the challenges and complexities involved in strategic management within different industries.

Running head: STRATEGIC MANAGEMENT
Strategic Management
Name of the Student:
Name of the University:
Author’s Note:

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Executive Summary
Strategic management is the continuous process of developing, implementing and evaluating the
business decisions, which can enable an organization towards meeting the organizational
objectives. The study has set organizational objectives for Dhiraagu to be fulfilled over the next
3 years periods. Moreover, the study has analyzed the internal and external market of the
organization. From such analysis, it can be found that the organization has strong brand
reputation and talented employee set. However, it has lack of international expansion and facing
extremely competitive pressure in the market. On the other hand, the Government of Maldives
itself has 41.8% share in this organization. Therefore, the organization gets direct support of the
government. From the corporate portfolio analysis, it has been found that 3G HSDPA Mobile
Broadband, Web hosting and Data Center Services are generating highest cash for the business
success. Based on the situational analysis, the study has formulated the goals and objectives for
the organization to be fulfilled over the next 3 years period. The organization will enter into
various international markets, increase market share by 20%, sale volume by 30% and profit
level by 25%. Moreover, the study has set some effective strategies for the organization through
using generic strategies and grand strategies. Furthermore, the study has also suggested some
monitoring and controlling strategies for the organization for assessing the success of the
planned strategies.

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Table of Contents
1.0 Introduction................................................................................................................................3
2.0 Internal Analysis........................................................................................................................3
2.1 SWOT....................................................................................................................................3
2.1.1 Strength...........................................................................................................................3
2.1.2 Weakness........................................................................................................................4
2.1.3 Opportunities..................................................................................................................4
2.1.4 Threats............................................................................................................................5
3.0 External Analysis.......................................................................................................................5
3.1 PEST......................................................................................................................................5
3.1.1 Political Factor................................................................................................................5
3.1.2 Economic Factor.............................................................................................................6
3.1.3 Social Factor...................................................................................................................6
3.1.4 Technological Factor......................................................................................................6
4.0 Corporate Portfolio Analysis.....................................................................................................9
4.1 BCG Matrix...........................................................................................................................9
4.1.1 Dog...............................................................................................................................10
4.1.2 Question Marks.............................................................................................................10
4.1.3 Stars..............................................................................................................................10
4.1.4 Cash Cow......................................................................................................................11

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4.2 Mckinsey GE Model............................................................................................................11
4.2.1 Grow.............................................................................................................................12
4.2.2 Hold..............................................................................................................................12
4.2.3 Harvest..........................................................................................................................13
5.0 Goals and Objectives for Next 3 Years...................................................................................14
6.0 Strategy Formulation...............................................................................................................15
6.1 Generic Strategy..................................................................................................................15
6.2 Grand Strategy.....................................................................................................................16
7.0 Explanation about the implementation....................................................................................17
7.1 Implementation of Generic Strategies.................................................................................17
7.1.1 Cost Leadership............................................................................................................17
7.1.2 Differentiation...............................................................................................................18
7.1.3 Focus.............................................................................................................................18
7.2 Grand Strategy.....................................................................................................................19
7.2.1 Stable Strategy..............................................................................................................19
7.2.2 Growth Strategy............................................................................................................19
7.2.3 Retrenchment Strategy..................................................................................................20
8.0 Monitoring and control system................................................................................................20
8.1 Premise Control...................................................................................................................20
8.2 Implementation control........................................................................................................21

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8.3 Strategic Surveillance..........................................................................................................21
9.0 Conclusion...............................................................................................................................21
Reference List................................................................................................................................23

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1.0 Introduction
Strategic management defines the formulation and implementation of major
organizational goals and objectives based on the consideration internal and external environment
of an organization (Bettis et al. 2016). This study will choose Dhiraagu of Maldives and
formulate some key objectives to be fulfilled over the next 3 years. Dhiraagu is the leading
telecommunication organization in Maldives (Dhiraagu.com.mv 2017). The study will assess the
internal and external market for the organization for assesses some factors, which can have huge
impact on the business process of the organization. The study will also perform corporate
portfolio analysis of the organization through BCG matrix and Mckinsey GE model. Based on
such situation analysis, the study will set some specific objectives of the organization, to be
fulfilled over next 3 years. Apart from that, the study will develop and implement generic
strategies and grand strategies for meeting the planned objectives of the organization.
Furthermore, some monitoring and controlling mechanism with also be provided in this study for
evaluating the success level of planned strategies.
2.0 Internal Analysis
2.1 SWOT
2.1.1 Strength
According to Payne and Frow (2014), Dhiraagu is the largest and leading
telecommunication operator in Maldives. Strong brand reputation of the organization has
increased the customer base of the organization. Furthermore, high quality uninterrupted network
and internet service has increased the customer loyalty of the customers. On the other hand,

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Schaarschmidt and Kilian (2014) opined that wide range of telecommunication service has met
the needs of different kinds of people. It has actually increased the sales volume of the
organization. Online bill payment options encourage huge customers to take the network service
of this organization. Apart from that, highly talented and skilled employees has built the
foundation of the organization and led to its success. Strong promotional activities and discounts
provided to the customers have increased the sales volume of the services of this organization.
2.1.2 Weakness
Musacchio, Lazzarini and Aguilera (2015) pointed out that strong brand image can be
highly vulnerable to breakthrough even for any small reason. Moreover, the organization has
lack of international expansion with across the internal market. It can limit the profit volume of
the organization with limited access to the customers. On the other hand, Sakas, Vlachos and
Nasiopoulos (2014) opined that Dhiraagu is facing tough price competition from its direct
competitors. Moreover, they are constantly fighting with keeping their market share up against
the competitors.
2.1.3 Opportunities
As per Mirabeau and Maguire (2014), Dhiraagu has huge opportunities to enter into
internal market individually apart from partnership with some other partners. Moreover, high
brand reputation will enhance the acceptability of the network and internet service of Dhiraagu in
international market. On the other hand, Chen, Delmas and Lieberman (2015) opined that
partnership with the bigger telecom companies in international market can boost the performance
level of the organization. Furthermore, the adoption of latest and advanced technology can
further improve the quality of telecom services.

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2.1.4 Threats
Hardy and Thomas (2014) stated that Dhiraagu faces extreme competitive pressure from
the direct competitors like Raajjé Online and Ooredoo Maldives. Such telecommunication companies
are also providing almost same quality telecommunication services to the customers with affordable
prices. On the other hand, Battistella (2014) opined that the organization has reached its saturation point
in getting access to new customers.
SWOT Analysis of Dhiraagu
Strength  Strong brand image attracts huge customers
 High quality and uninterrupted network and services of internet data and
fixed line services
 Strong financial stability
 Standard package provided to the customers
 Wide range of services meets the needs of various types of customers
 Talented and skilled workforce
 400 operators in 150 countries as international roaming partners
 Strong promotional activities
 Online bill payment system
 Higher growth rate across the country
 Strong distribution and sales network
Weakness  Strong brand image can be vulnerable to breakthrough even for any little
mistake
 Lack of international expansion

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 Constantly fighting for the market share with the competitors
 Tough price competition
Opportunitie
s
 Scope for international expansion
 Partnership with bigger telecom brands can boost the business profitability
of the organization
 Advanced and latest technological adoption
Threats  Tough competition from the direct competitors like Raajjé Online and
Ooredoo Maldives
 Saturation point in getting new customer base
Table 1: SWOT Analysis of Dhiraagu
(Source: Frow et al. 2015)
3.0 External Analysis
3.1 PEST
3.1.1 Political Factor
According to Dhiraagu.com.mv (2017), Government of Maldives itself has hold 41.8%
share in Dhiraagu and rest have held by BTC Islands Limited and general public. Therefore,
government personally takes interest in the business progress of this company. Therefore, huge
government support has facilitated the organization in their business development. On the other
hand, Bettis et al. (2014) opined that instable political condition Maldives hampers the business
progress of the organization. Furthermore, increasing corruption rate in the country severely
affect the business practices of the organization.

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3.1.2 Economic Factor
The economic condition of Maldives is gradually increasing. Carroll, Primo and Richter
(2016) pointed out that growing economic condition of the country has increased the scope of
enhanced return on investment. Moreover, the developing economic condition has actually
increases the profit potentiality of the organization. Furthermore, stable growth of the industry
has explored several new business opportunities for the organization. On the other hand,
Trigeorgis and Reuer (2017) opined that rising inflation rate in Maldives affects the price
structure of the internet and other telecom services. It leads to fluctuation is the prices of internet
services of the organization. Therefore, it has huge impact on the profit level of the organization.
3.1.3 Social Factor
Mitchell and Leiponen (2016) pointed out that developing economic condition of
Maldives has enhanced the spending power of the people. Therefore, they can now confidently
spend their money in choosing the best quality telecom services. Furthermore, Vogel and Güttel
(2013) opined that large numbers of students and working people in Maldives uses internet
services. Therefore, increasing numbers of such people has actually increased the sales volume
of the organization. On the other hand, Simon, Fischbach and Schoder (2014) opined that
changing customer preferences and expectation in the field of telecom services has hindered the
success level of the organization.
3.1.4 Technological Factor
According to Gans and Ryall (2017), Dhiraagu uses most modern and advanced
technology in their business process. Moreover, such advanced technologies have increased the
manufacturing process of the organization. Moreover, with the advent in the technological
development of Maldives, the organization is now much more capable of launching innovative

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telecom services. On the other hand, Williams, Chen and Agarwal (2017) opined that advanced
technological development has also fostered innovative business decision towards high level of
business success of the organization. Furthermore, developed digitalization of Maldives has
increases the promotional effectiveness of the organization. Moreover, the organization is now
much more capable of reaching wide customer base.
PEST Analysis of Dhiraagu
Political
Factor
 Huge government support from Maldives Government
 Government itself is a stakeholder of the Dhiraagu
 Reduced tax rate of Maldives can reduce the operational cost of the
organization
 Instable political condition of Maldives can hamper the business progress
of the organization
 Increasing corruption rate in Maldives hampers the success of the business
 Changing government rules and regulations also affect the business
practices
Economic
Factor
 Developing economic condition of Maldives has enhanced the profit
earning capability of the organization
 Stable growth of the industry is leading to new business opportunities for
the organization
 Rising inflation rate is high affecting the price structure of the
telecommunication services
Social Factor  Growing economic condition has increasing the spending confidence of the
customers

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 Technically advanced lifestyle of the people has increased the demand for
telecommunication service
 Large number of student and working population use internet and they
have increased the demand for internet services
 Changes in customer preferences can hinder business success
Technological
Factor
 Dhiraagu uses modern technology in their business process
 Uses available technology in innovative internet services
 Advanced technology leads to promotional effectiveness
Table 2: PEST Analysis of Dhiraagu
(Source: Popkova et al. 2015)

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High Relative Market Share Low
High Market Growth Rate
Data Center Services
3G/GSM Mobile Services
High-Speed Fixed Broadband Internet
Web hosting
IDD and Mobile Roaming
Landline
3G HSDPA Mobile Broadband
4.0 Corporate Portfolio Analysis
4.1 BCG Matrix
Figure 1: BCH Matrix of Dhiraagu
(Source: Shen and Gentry 2014)

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4.1.1 Dog
According to Zietsma, Greenwood and Langley (2014), the products in dog quadrant
have low growth rate as well as low marker share in the market. Moreover, such products are
neither capable of generating cash nor it consumers cash. Greco, Cricelli and Grimaldi, (2013)
pointed out that the fixed landline offered by Dhiraagu has saturated its market. The future
growth of landline is quite limited with extremely low market share in the market.
4.1.2 Question Marks
As per, Larrañeta, Zahra and Galán González (2014) the products in the question marks
are rapidly growing in the market and it consumes large amount of cash. However, Tassabehji
and Isherwood (2014) opined that the products under question marks have low market share and
these products have less capability towards generating cash. While looking at the products of
Dhiraagu, it has been found that IDD and Mobile Roaming are highly growing the market. The
organization provides best rate in the IDD rate. Therefore, huge numbers of customers are
subscribing in such service, which is actually increasing its growth rate in the market. The
organization also provides attractive offerings in the mobile roaming services. However, the
market share of such services is quite low, which is limiting their capability to generate large
amount of money. However, such products have potentiality to generate huge cash in future and
gain sustainable revenue for the organization.
4.1.3 Stars
According to Shepherd, Mcmullen and Ocasio (2017), the products in Stars has strong
relative marker share in the market. However, such products also consume huge cash with its
high growth rate in the market. In this way, the cash in each direction approximately nets out.

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High Medium Low
Mobile Broadband, 3G Mobile service, High Speed Broadband, web hosting
High
IDD and Mobile RoamingMedium
Low Fixed Landline
Market Attractiveness
Business Unit Strength
Such products also have the potentiality to reach at cash cow quadrants, if it can enhance its
market share. Newbert, David and Han (2014) opined that 3G/GSM Mobile Services, High-
Speed Fixed Broadband Internet of Dhiraagu has relatively higher market share in the market.
Therefore, such services are more likely generate cash for the business. On the other hand, such
services are still growing in the market. Therefore, it needs to invest adequate resources for
maintaining the growth in the market. Therefore, such services also consume adequate cash.
However, such services can ensure huge cash generation in future if it is maintained properly.
4.1.4 Cash Cow
According to Bromiley et al. (2015), the products under cash cow quadrant are the
market leader. Such products return on asset, which is greater than the market growth rate. In this
way, such products generate more cash than they consume. Moreover, Kim, H., Hoskisson and
Lee (2015) opined that such products are also capable of generating as more cash as possible by
consuming cash as little as possible. While assessing the services of Dhiraagu, it can be said that
3G HSDPA Mobile Broadband, Web hosting and Data Center Services are the market leader in
the telecommunication industry of Maldives. Such services generate highest cash even for little
investment. Moreover, such products generate a relatively stable cash flow.
4.2 Mckinsey GE Model

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Figure 2: GE Matrix of Dhiraagu
(Source: Created by Author)
4.2.1 Grow
According to Venkat et al. (2015), the business units under grow quadrant have high
business unit strength against high market attractiveness. Such business units have higher growth
in the business. On the other hand, Barros, Hernangómez and Martin-Cruz (2016) opined that the
business units under grow quadrants can provide better business profit with high level of
business unit strength associated with high level of market attractiveness. While comparing the
products of Dhiraagu, it can be seen that Mobile Broadband, 3G Mobile service, High Speed
Broadband and web hosting are highly attractive in the market. Moreover, they are the market
leaders in the telecommunication industry of Maldives. Such products have high business unit
strength associated with high market attractiveness. Therefore, the organization can invest more
resources in such products for getting high level of organizational success.
4.2.2 Hold
Johnsen (2015) pointed out that the business units under hold quadrants have average
business unit strength against average market attractiveness. The business units under this
quadrant are dropping the market value. Moreover, such business units face extreme competition
from other business units of competitor companies. Billings and Buslepp (2016) stated that the
business units are incapable of giving optimum amount of return, even if adequate resources are
invested. In such situation, organizations mostly hold wait and hold business units for observing

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any changes in the market. While evaluating the products of Dhiraagu, it can be seen that IDD
and Mobile Roaming have average business unit strength associated with average market
strength. Moreover, such products of the organization are gradually dropping their value in the
market. Furthermore, such products are also facing tough competition from the competitor
telecommunication companies of Maldives. Dhiraagu is facing it very hard to beat such
competition in the market. These products might not give adequate return on investment.
Therefore, the organization is likely to hold such products and observe for any changes in the
marker environment. The organization can also look for the importance of such products in the
market over the competitor companies.
4.2.3 Harvest
According to Szymaniec-Mlicka (2014), the business units under harvest quadrants are
having low business unit strengths associated with low market attractiveness. Moreover, such
business units are mostly unattractive in the market. The business unit strength is quite low and
market has started to lose it attractiveness. In such situation, the organizations either sell or
liquidate these business units for avoiding any losses in the market. On the other hand,
organizations can also hold such business units for observing any residual vale associated with
them. While evaluating the business units of Dhiraagu, it can be seen that fixed land has lost its
market attractiveness. Moreover, such products are gradually being unattractive in the market.
Therefore, the organization is going to sell this business unit and reinvest money into the
business unit, which are high attractive in the market.

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5.0 Goals and Objectives for Next 3 Years
SMART OBJECTIVES OF DHIRAAGU FOR NEXT 3 YEARS
SPECIFIC  Enhance market share by 20% within the next 3 years
 Expand in various international markets
 Increase the profit level by 25%
 Enhance sales volume by 30%
MEASURABLE  Market share can be calculated accurately over a specific period of
time. Therefore, the organization can easily track the progress over
this specific objective.
 Dhiraagu can also easily track the progress over the objective of
international expansion
 The organization can easily measure the profit level of the business
annually
 The sales of volume of the organization can also be calculated easily
after some specific period
AGGRESSIVENESS  Organizational performance needs strongest performance, as the
business objectives are challenging but they are attainable.
 Enhancing market share by 20% can be challenging, but it can be
achieved
 Expansion in various international market may need great
organization effort, but it is attainable
 Increasing profit level by 25% can be very hard for the organization,

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but it can be achieved
 Enhancing sales volume by 30% may require aggressive effort by
Dhiraagu, but the objectives can reached
REALISTIC  The objectives are realistic with the dedicated effort from the
employees
 Dhiraagu can invest more financial resources for effective
promotion in international market for achieving international market
expansion
 Enhancing sales volume can also be realistic by effective teamwork
in sales team
TIME BOUND  The organization will achieve such business objectives within next 3
years
Table 3: Smart Objectives of Dhiraagu for Next 3 Years
(Source: Created by Author)
6.0 Strategy Formulation
6.1 Generic Strategy
GENERIC STRATEGY FOR DHIRAAGU
COST LEADERSHIP  Reduce the cost of the telecommunication services for increasing
sales volume
 Dhiraagu will reduce cost of services for getting enhanced market
share over the competitors
DIFFERENTIATION  Dhiraagu will enhance the quality of the telecommunication

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services for gaining high level of customer loyalty
 The strategy of adding unique product quality will promote this
brand even in international market
 Enhanced customer loyalty would in turn enhance overall sales
volume of the organization
FOCUS  Dhiraagu will focus on customers having high trends of internet
usage
 Within this segment, the organization will use cost leadership
strategy for increased sales volume and market share
Table 4: Generic Strategy for Dhiraagu
(Source: Created by Author)
6.2 Grand Strategy
GRAND STRATEGY FOR DHIRAAGU
STABILITY
STRATEGY
 Dhiraagu will try to maintain its status-quo with existing level
of effort for the services like 3G HSDPA Mobile Broadband,
Web hosting and Data Center Services.
 The organization is satisfied with the incremental growth of
such services with adequate level of competitive advantage
GROWTH STRATEGY  Dhiraagu will apply growth strategy for the services like
3G/GSM Mobile Services, High-Speed Fixed Broadband
Internet, IDD and Mobile Roaming
 The organization will reduce the production cost for increased

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market share
 It will also apply higher degree of specialization in such
services for entering in international market
RETRENCHMENT
STRATEGY
 Dhiraagu will take initiative for liquidating the fixed landline
services
 It will replace the obsolete machinery
Table 5: Grand Strategy for DHIRAAGU
(Source: Created by Author)
7.0 Explanation about the implementation
7.1 Implementation of Generic Strategies
7.1.1 Cost Leadership
According to Stead and Stead (2013), cost leadership strategy suggests for being the low
cost producer in the industry for a specific and given quality of products or services.
Organizations can sell their products or services either at the average industry prices for gaining
high profit than the competitors or sell it at below the average industry prices for gaining higher
marker share. On the other hand, Favoreu, Carassus and Maurel (2016) opined that cost
leadership strategy facilitates organizations in maintaining some profitability in the price war
within the industry. Therefore, Dhiraagu should follow cost leadership strategy in their business
and provide low cost telecommunication services to the customers. It will enhance the market
share of the organization with increasing sales volume. Moreover, the organization should be
low cost producer within the industry for enhancing market share. Furthermore, the organization

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should employ high level of expertise in the manufacturing process engineering for performing
low cost production.
7.1.2 Differentiation
According to Bromiley et al. (2015), differentiation strategy suggests for the
development of products and services, which have some unique attributes. Moreover, such
products and services will have the capability to provide unique value to the customers. On the
other hand, Tassabehji and Isherwood (2014) opined that value added to the products and
services allow them to charge higher prices. In this way, the organization can earn enhanced
profit. Likewise, Dhiraagu should add some value to their telecommunication services for
providing unique value to the customers. It will allow the organization to set premium prices for
some high quality services. In this way, the organization will be able to earn enhanced profit
towards achieving organizational objectives. However, the organization should employ highly
skilled and creative products and service development team for developing high quality products
and services. Furthermore, the organization must have access to leading scientific research for
developing innovative and high quality telecommunication services. The sales team of the
organization should also have the ability to successfully communicate the unique product
attributes among the customers. It will ultimately lead to enhanced sales volume for the
organization.
7.1.3 Focus
Gans and Ryall (2017) pointed out that focus strategy mainly concentrates on narrow
segment within the customer group and applying either cost leadership or differentiation for
leading business success. In case of Dhiraagu, the organization should focus on the people, who
are highly associated with internet usage in their daily life. Within this narrow segment, the

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organization should follow cost leadership strategy for enhancing the market share within the
industry. Moreover, such cost leadership strategy within the narrow segment would enhance the
customer loyalty and encourage them towards enhanced purchase of the services. In this way, the
organization will be able to enhance the sales volume, which will in turn enhance its market
share. Moreover, such strategies will lead the organization towards achieving the desired
organizational objectives.
7.2 Grand Strategy
7.2.1 Stable Strategy
According to Mitchell and Leiponen (2016), stability strategy attempts to maintain the
status quo of the organization, when the organization is quite satisfied with the incremental
growth of the existing products. On the other, Zietsma, Greenwood and Langley (2014) opined
that stable strategy is focused on maintaining the market share of the existing products or service
through using the competitive advantage associated with them. In case of Dhiraagu, the
organization should maintain the existing status quo for the services like 3G HSDPA Mobile
Broadband, Web hosting and Data Center Services. Moreover, the organization is quite satisfied
with the incremental growth and market share of such services. Therefore, the organization will
maintain such market share of the services through using the existing competitive advantage
associated with them.
7.2.2 Growth Strategy
According to Tassabehji and Isherwood (2014), growth strategies are intended to achieve
increased level of objectives, which is much higher than past achievement level. Moreover, in
such strategy, the organization is intended to add some more unique value to the existing

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products or services for gaining enhanced competitive advantage. On the other hand, Newbert,
David and Han (2014) opined that growth strategies are intended to increase the performance
objectives of the existing products or services for enhancing overall business growth of an
organization. While looking at the products and services of Dhiraagu, it can be seen that
3G/GSM Mobile Services, High-Speed Fixed Broadband Internet and IDD and Mobile Roaming
are still in growing stage. Moreover, the organization should be intended to reduce the cost of
these telecommunication services for leading the market within telecommunication industry. In
this way, the organization will be able to enhance the market share of the organization in the
market. Furthermore, reducing the cost of production per unit will enhance the profit potentiality
of the organization.
7.2.3 Retrenchment Strategy
According to Barros, Hernangómez and Martin-Cruz (2016), retrenchment strategy is the
defensive strategy, which an organization adopts during declination of their performance. The
organization can reduce the scope of its business by total or partially withdraw from present
business. While looking at the telecommunication services of Dhiraagu, it can be seen that fixed
landline is becoming unattractive in the market. Moreover, the market share of these services is
quickly declining in the market. Therefore, the organization should liquidate these services and
reduce any investment in such services for better business profit.
8.0 Monitoring and control system
8.1 Premise Control
Every strategy is based on certain planning predictions and premises. Therefore, premise
control is specifically designed for constantly and methodically checking the validity of the

26STRATEGIC MANAGEMENT
premises on which the strategies are grounded (Kim, Hoskisson and Lee 2015). Dhiraagu will
also use such monitoring control strategy for checking the desired success of the organizational
strategies. Moreover, the organization will change the set strategies, when the premises will no
longer be valid. As soon as the organization will be able to reject an invalid premise, the
strategies will be adjusted and reflected on reality.
8.2 Implementation control
Implementation control is designed for checking the effectiveness of strategic
implementation of an organization (Szymaniec-Mlicka 2014). Dhiraagu will use both strategic
projects and milestone review for checking the implementation effectiveness of planned
strategies. Strategic project control strategy will provide information regarding whether the
overall strategy is shaping up as planned earlier. On the other hand, Milestone reviews will
monitor the progress of the strategies at various milestones or intervals. Based on such
monitoring and reviewing, the organization will take controlling strategies for marinating the
effectiveness of the strategies.
8.3 Strategic Surveillance
Strategic Surveillance is designed for checking the wide range of activities inside and
outside of the organization, which can affect the effectiveness of the strategies (Shen and Gentry
2014). Dhiraagu will use such strategy for uncovering the unanticipated information from
various information sources, which can impact of the success of the planned strategies. In this
way, the organization can take better control strategies for getting the success of the strategies.

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9.0 Conclusion
While concluding the study, it can be said that Dhiraagu is the leading and largest
telecommunication operator in Maldives. The organization has strong brand reputation, which
attracts the customers to take its telecommunication services. However, the organization has lack
of international expansion outside of the country. The organization has scope of international
expansion with high level of brand reputation. Furthermore, the organization faces tough
competition from the direct competitors like Raajjé Online and Ooredoo Maldives. The government
of Maldives itself has 41.8% share in this organization. Therefore, the government personally
takes interest in the business progress of this organization. Moreover, the growing economic
condition of the organization has increased the profit potentiality of this organization. The
analysis of corporate portfolio suggests that 3G HSDPA Mobile Broadband, Web hosting and
Data Center Services of Dhiraagu are generating huge cash without consuming much money.
Apart from that, the GE matrix of the organization suggests that Mobile Broadband, 3G Mobile
service, High Speed Broadband and web hosting of the organization have the highest growth rate
in the market. Therefore, the organization is more likely to invest in such products. Over the next
three years, Dhiraagu is intended to increase its market share by 20%, sales volume by 30% and
profit level by 25%. Therefore, the organization will adopt cost leadership strategy for increasing
the sales volume and marker share within the industry.

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Reference List
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management of family firms. A dynamic capabilities approach. Journal of Family Business
Strategy, 7(3), pp.149-159.
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