DU Emirates Integrated Telecommunications Corporation — SME Case Study (UAE)

DU Emirates Integrated Telecommunications Corporation

DU Emirates Integrated Telecommunications Corporation [EITC] is a limited-public company operating in the telecommunications sector of the United Arab Emirates.

The company was founded in 2005, but in 2006 it was renamed DU. The company is specialized in mobile and fixed-line telephony, cable television, and Internet networks. The company operates with a staff of more than 2,000 workers. In order to achieve corporate excellence, the company needs a holistic approach to its strategic management. The company would then concentrate on providing value to consumers, employees, and the world as a whole. In addition, DU works to foster the creativity of its employees to improve their innovation (Alhashmi et al., 2019).

DU Emirates Integrated Telecommunications Corporation

It aims to delight its clients, be the preferred workplace for the best talents, and create optimum value for its shareholders by providing corporate excellence and creativity. The company strives and brings its mission through creativity, abilities and energies to bind, empower, and reward all it impacts every day.

Vision Its vision of “adding life to life” reflects the dedication in providing value for employees, the society, and world in which we work. It is based on a solid basis of environmental thought and ethical principles that assist in determining how the company designs the goods and services, how it deals with employees, how it represents clients, and how it interacts with the world (Singh et al., 2005).

Chief Executive Officer Deputy CEO Telco Solutions Deputy CEO ICT Solutions Chief Human Capital and Administration Officer Chief Financial Officer Chief Wholesale and Corporate Affairs Officer Chief Infrastructure Officer Chief Stategy Officer EVP Brand Corporate Communications Managing Director Virgin Mobile UAE Head of Risks and Controls Figure 48: Organizational Structure Du Telecommunications is made up of UAE support centres, offering local and online assistance. Du’s headquarters is in Dubai, but its organization is complex. Du Telecommunications has several rivals who drive this business, despite its popularity and performance in local markets, such as the Emirates, the Mubadala Development Satellite and Etisalat Integrated Transmission Company. These businesses are undoubtedly industry leaders in the UAE. It should be said that telecoms rely on strong competition and creativity (Aggabao & Alkendi, 2017).

The Integrated Telecommunication Company, the Satellite Company and the creation of Mubadala and Etisalat are the most distinguished telecommunications firms in the United Arab Emirates. They all have their benefits over Du Telecom. For example, in Internet services, the Satellite Mubadala Development Company is stronger than Du Telecom. It means that you can find ways of improving your Internet prospects. Etisalat has more international value than Du Telecom, as its popularity on the French market is incredibly high. In order to be more international, Du Telecom can now integrate on global markets. An internal review is required to expose the advantages and drawbacks of Du Telecom.

Leadership DU is an organization that trusts in the fact that the corporation is not effective without efficient leadership.

In this sense, a leader’s job is as follows

¡ Roles of interpersonal and information: It is responsible for providing information as a figurehead, chairman, and liaison within the organization. The corporation assumes only then that people get excited enough to carry out the company until the information is finally distributed by the executives. The same is true in DU Telecommunications. The leaders are responsible for explaining to workers the value of pay per-second. There was an incentive for the marketing staff, so the features were therefore well-marketed. The representative is often known in the employee body through this type of contact. There is a device with it to perform all the company’s additional duties.

¡ Roles of

decision

From a decision-making perspective, management is considered as entrepreneurs, disruption handlers, resource allocators, and negotiators.

It is apparent from the business motivation behind the introduction that disruptions over non-acceptance of the concept in the industry will have to be addressed.

Furthermore, we have seen the entrepreneurship that led to this function being introduced. You will see that by adding this function, the decisional positions of a leader are justified (Oommen, 2018).

Due to the pandemic of COVID-19, businesses like DU Telecommunications and worldwide, have been pressured to allow employees to leave because their employees are unable to support costs. The actual number of employees of the firm fell and the company’s offer and facilities were also reduced. However, as a tech firm, DU Telecom could run without too much trouble in the current environment (Sharma et al., 2020).

DU offer to customers, homes, and enterprises mobile and fixed phone, Internet connection, and IPTV services.

The group also offers carrier networks to companies and up and down satellite services to television stations.

The 055, 052 dialing prefix is also used to identify subscribers to DU mobile networks.

Figure 49: An example of Du’s products DU launched its own mobile service on Feb. 11, 2007, with the call tariffs almost equal to the Etisalat Service and thereby eliminated the risk of competition in prices between the two companies. DU also has a pay-as-you- go prepaid plan with its WoW recharge card, Emirati Plan, the TV+, the dual-play TV/Internet talk and surf page and the triple-play kit Talk, Surf and Watch TV/ Internet/Landline (Khatory, 2017).

Figure 50: An example of Du’s products Services to companies provide free calls and chosen international destinations from a closed market user group.

Through its technically advanced software applications, DU Technologies would like to achieve enhancing the productivity of the company, acquiring and retaining highly skilled workers who contribute significant benefit to the company for the advancement, and use of information technology. Creation of new knowledge structures for management and the management of everyday operational activities are based on techniques and the industry. The company wants to enable licences to be sold overseas by its international offices, thereby enabling the parent company to extend its business with contracting partners in global regions. It also wants to reduce and simplify software solutions operation and maintenance expenses as well as reduction of equipment operating costs. Improved quality of administration and increased product purchases as software can be tailored to the specific organizations and their demands.

Du Operation Strategy Du Enterprise mobility services offers a range of entertainment and business features, including single organized accounting, mobile roaming, a closed business customer community, affordable calling prices along with overseas preferred destinations, and electricity bills for companies in the USA.

Mobility solutions, for example, BlackBerry and Mobile Data, allow business professionals to communicate and view business data on and off everywhere, extending the scope of business operations outside traditional borders. Du Voice Solutions provides a range of value- added features, premium inbound and outbound audio reporting, and billing options. Often included in the software line are the company contact centre, host speech, call selection and many other solutions.

The solutions online and access to IP are intended to provide secure data connectivity for domestic and foreign operations, including MPLS, IPLC, DLC, IP VPN, and broadband networks. Managed enterprise television networks provide a wide variety of TV programming options for commercial and hospitality clients. Management services enable users to handle IT activities as necessary, while employees concentrate on core business. Managed services optimise IT investments by improving operating performance and service levels (Almulla & Alzoubi).

The highly integrated telecom puts its customers in the focus of its plan to keep ahead of competition, providing high-touch account management for corporate clients with industry experience to consult and educate specialized companies how to make optimum use of communications tools. The company offers pre-sale strategic advisory, full project management, execution and maintenance, performance management, and operation audits to allow companies at any stage of the business cycle to decide correctly.

Dedicated experts with extensive expertise and experience provide the right telecommunications approach for demanding and complicated business needs. This is also supported by proprietary market support, which provides multilingual support of the best standard all over the clock to ensure that demands and inquiries are met at the accepted level of service.

The marketing strategy is based on a first analysis of the existing market and subsequently defining marketing goals, which affect the product design and the overall marketing approach of Du. The marketing strategy of Du is focused on the product differentiation positioning.

Its main users are both women and men of all ages who require good telecommunications goods and services at good prices. The secondary users are the lower-level expats who are working in the U.S. and need affordable rates in order to get back in touch with families and friends.

In past years, the UAE telecommunications sector has already had product orientations. This means that Etisalat is the only telecommunications network that supplies a single product for the whole population of the UAE. For example, for mobile services, Etisalat uses two mobile planning findings with no incentives or special incentives, either prepay able or weekly. The products are not made to the whole world by custom catering.

With no industry competition and no customer choices, the commodity sold lacks innovation (Ghosh, 2017).

Du is positioning the UAE telecommunications company as the most current, convenient, and value- added segment. Its marketing policy is not just to launch a product, but to concentrate on the desire of the customer. This could be developed through segmentation and subsequent design of a product or offer that would demand or be interested in this segment. You are always looking for fresh and ambitious plans that give both the clients priority and respect and create an enduring relationship to fulfill their needs and demands. Since most of the clients move between their work areas and homes, Du seeks out excellent solutions with services that fulfill the needs of consumers through speech, messengers, data, and increasingly fined lines.

: Strategic Issues of Du Telecom Customer concerns about cost, staff support, and telecommunications efficiency can be dealt with by Du Telecom. In order to stop proceedings, the corporation has to find agreements for clients. Services are higher than those of its rivals and can result in consumers’ losses. The wrong pricing policy will lead to profit loss, and Du Telecom should therefore control its prices. Du Telecom cannot be seen to succeed completely in its delivery policy. You may postpone or delay the delivery of goods and services. The marketing of telecoms will cost more than anticipated and any company wishes to reduce its expenses to a minimum. False promotional approaches will reduce Du Telecom’s respect for the company (Aggabao & Alkendi, 2017).

Weaknesses of Du Telecom Expensiveness: Any telecom networks are not affordable.

As a result, demands for Du Telecom services could be reduced. The firm must adjust its rates to its clients and a modular reduction scheme may be proposed and put into effect.

Service Quality: Du Telecom’s customers complain about service quality. Du Telecom has to take care of its brand and meet all customers’ requirements and demands. It is possible to say that Du Telecom products and services are not of a poor quality, but unpleasant products and services can often occur and therefore, harm the integrity of the enterprise.

Du Telecom could use the Balanced Scorecard, a business intelligence system, and the Evaluation Management System, as they are perfect business technologies to add to success management. They help to resolve weaknesses and strengthen the company. To assess customer loyalty, the organization can make use of different surveys. It means that the enterprise is involved in high efficiency, customer loyalty, and facilities.

Du Telecom should focus on the growth of the global economy. The corporation could pursue a global approach designed to provide consumers worldwide with goods that are fascinating.

Du Telecom is to open new centres of operation and increase the efficiency of telecommunications. The customer should be at the top of the list of priorities and thus, should meet its personal contact requirements.

Du Telecom should pay more attention to fast networks and cooperate with cable, wired, broadband and IPTV providers.

Du Telecom offers a good chance to establish favourable and creative services. The company’s production policy focuses on development of new telecommunications services locations. The company thus creates production power and thus has very large income rather than obvious losses. It is recommended that more sites be opened, new goods streamlined, and launched to promote foreign marketing.

Du Telecom has to have a market dependent on competition. It is advisable to deliver a modular reduction scheme. Du Telecom should be alerted to competitive pricing and sell competitors cheaper prices, which draw more customers. The price policy must represent the importance of a good or service. Details should be made as to whether the worth that the commodity provides is larger or less. Telecom networks are not affordable and as a result, demands for Du Telecom services could be reduced.

Quality Service: Du Telecom’s customers may complain regarding service quality. Du Telecom has to take care of its brand and meet all its customers’ requirements and demands.

Successful Best Practices

Classical methods in the B2B environment are insufficient to handle the dynamic shifts in the modern transition of the telecom ecosystem. The ability of Microsoft to agilely and flexibly customize its strategies allows companies to effectively respond to this challenge, due to a Microsoft relationship sales approach combined with the strength of LinkedIn Sales Navigator and Microsoft Dynamics 365 for Sales. In this way, the corporation encouraged account managers to attract potential customers through customized customer involvement and unified commercial experience to enhance current partnerships (Makanyeza & Chikazhe, 2017).

Du, the UAE’s second largest telecom operator, has admitted that its online customer payments system failed recently, resulting in a number of customer’s home services being disconnected. The operator’s online payment system failed due to a system upgrade forcing it to return customer payments, it said in an emailed statement to Arabian Business. “As a result of a recent system upgrade to our online payment system, some of our customers were unable to complete their bill payments via some banks whilst the upgrade was taking place,” the operator said.

Currently, the driving forces of economy and industry are communication systems. Many firms offering related programmes may be named. Consequently, this company is highly competitive. It should be noted that no business could be imagined without telephone, fixed telephony, broadband, and IPTV networks. These programmes benefit organizations’ advertising and delivery practices. Du Telecom has become a successful example of telecommunication services offered in the UAE. The corporation is different because its tasks are not only to earn money but also help the society, to generate innovative and corporate excellence, and to enjoy the pleasure of its customers. On Telecom, you have managed to draw and win customers to compete in the UAE. DU has achieved a fair market share, much of which is by creating a brand name, by offering promotions, distinguishing it and so on from its competitor. But don’t forget that DU has a long way to go and more milestones to reach (Venkatesh et al., 2018).

Lesson Learned

I learned

¡ The issues addressed by telecoms providers.

¡ The worldwide expansion of small businesses without affecting their profitability.

¡ How small and medium sized businesses strengthen their services and retain dedicated employees continuously.

¡ How to deal with the organization’s strategic challenges.

¡ Consumers do not seem to trust DU, despite the lowest price. This condition must be reversed. It is likely that consumers challenge DU’s offerings, which can enhance efficiency and trustworthiness of its services.

¡ While Du is the market leader, Etisalat’s appearance to the customers does not seem healthy. The fact that consumers are cost-sensitive may be the result of this feature.

¡ The customers of Etisalat do not appear to know what the provider offers. The corporation must thoroughly explain to its customers what is available.

¡ Despite its low costs, the services provided by Du do not satisfy consumers, which may be due to the quality of the services being affected.

In conclusion, Du Telecom is a very profitable enterprise that has been very faithful over the course of the years and the business has been ready to accept and adapt to the market. Despite being active for less than a decade, the management’s competence in strategic planning has enabled the company to achieve tremendous success.

Although the firm has failed to deploy newer advances in its products and equipment, Du has maintained a highly seasoned and skilled employee pool that has significantly enhanced its overall business position.