Strategic Management Plan Review: Etisalat's Strategic Plan Analysis

This report provides a critical evaluation of Etisalat's strategic plan, focusing on key considerations such as new product innovation, competitive analysis, and business expansion strategies. It examines the company's approach to resource management, customer engagement, and media communication. The report analyzes the implications of implementing these strategies, including internal organizational changes and employee training requirements. It also explores the economic implications of the plan's success and relates the strategic approach to the concepts presented in Roger L. Martin's article on strategic planning, emphasizing the need for a focused customer-centric approach and the willingness to embrace uncertainty. The analysis highlights the importance of adapting to technological advancements and expanding into new markets to maintain a competitive edge in the telecommunications industry.

Key considerations of strategic plans
• Critical evaluation of the major issues related to the external environment including the activities of the closed competitors.
• Introduction of new products with innovated technology is the key concern for the Etisalat (Ali and Usman 2013).
• Innovation of the consumer-effective good and services at cheaper rate.
• Introspection of the company’s resources, capabilities and drawbacks (Schaarschmidt and Kilian 2014).
• Implementation of strategic business plans in order to retain the extensive client domain.
• Business expansion to the unexplored area is another probable commercial strategy (Kumar 2015).
• Acquisition of small companies in order to enhance the productive capability and financial strength in the market.
• Strong media communication is another top priority of the company (Bansal and DesJardine 2014).

Plan summary
 On account of implementing the required
business strategies the company expects to
have some internal and external organizational
changes (Bharadwaj et al. 2013).
 The employees associated with the company
must be trained in order to get them prepared
with the advanced technology (Mangi and
Siddiqui 2013).
 Etisalat expects to experience some
modifications of the existing organizational
structure.

The number of
consumers is
anticipated to reach
more than 170
million customers
across the world
(Nölke et al. 2015).
Etisalat is
recognized as the
most valuable brand
in the Middle East
and the company
expects to cross the
recent brand value
As a consequence of
successful business
strategy, the
company expects to
launch 5G
connection soon
(Majumdar 2017).
Economic implications related to the successful implementation of the plan

Implication of Martin’s article
The probable ways to escape the comfort traps
mentioned in Martin’s article (Martin 2018 ):
 Formulate simple strategy – Keep the plans
focused on the widening the customer base.
 Predictability of perfect outcome my be
compromised – The management must be
encouraged to take new strategy irrespective of
the nature of the outcome.
 Strong logical reasons behind the implementation
of a plan – the policy makers must be aware of the
objectives of the strategies that they are likely to
apply (Boons et al. 2013).

References
Ali, S.M. and Usman, M., 2013. Prospects and Challenges of Implementing Enterprise Mobility Management–Case
of a Large Telecom Service Provider in United Arab Emirates. INTERNATIONAL JOURNAL OF COMPUTERS &
TECHNOLOGY, 10(8), pp.1930-1933.
Kumar, B.R., 2015. Determinants of value creation: An empirical examination from UAE market. International
Journal of Economics and Financial Issues, 5(1), pp.75-85.
Mangi, R. and Siddiqui, K., 2013. Privatization of PTCL: Corporate Governance Failure. The IUP Journal of Corporate
Governance, 12(4), pp.36-40.
Majumdar, S., 2017. Performance Analysis of Listed Companies in the UAE-Using DEA Malmquist Index Approach.
American Journal of Operations Research, 7, pp.133-151.
Bharadwaj, A., El Sawy, O.A., Pavlou, P.A. and Venkatraman, N., 2013. Digital business strategy: toward a next
generation of insights. MIS quarterly, pp.471-482.
Schaarschmidt, M. and Kilian, T., 2014. Impediments to customer integration into the innovation process: A case
study in the telecommunications industry. European Management Journal, 32(2), pp.350-361.
Nölke, A., ten Brink, T., Claar, S. and May, C., 2015. Domestic structures, foreign economic policies and global
economic order: Implications from the rise of large emerging economies. European journal of international
relations, 21(3), pp.538-567.