About Banglalink

7/28/2019 About Banglalink

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about banglalink

orascom telecom bangladesh limited ("banglalink") is fully owned by orascom telecom holding s.a.e,egypt, ("oth"); the ultimate parent company of the group is vimpelcom, the 6th largest mobile phoneoperator in the world. banglalink was acquired by oth in 2004, and after a complete overhaul and thedeployment of a new gsm network, its telecommunication services were re-launched under the brandname banglalink. when banglalink began operations in bangladesh in february 2005, its impact was fimmediately: overnight mobile telephony became an affordable option for customers across a widerange of market segments.

banglalinks success was based on a simple mission: "bringing mobile telephony to the masses" whicwas the cornerstone of its strategy. banglalink changed the mobile phone status from luxury to anecessity and brought mobile telephone to the general people of bangladesh and made a place in theirhearts. the mobile phone has become the symbol for the positive change in bangladesh.

this positive change that is quite correctly attributed to banglalink, has become the corporate positionof banglalink and is translated in their slogan "making a difference" or "din bodol". "making adifference" not only in the telecom industry, but also through its products and services, to the lives ofcustomers. this corporate stance of "making a difference" has been reflected in everything banglalinkdoes.

banglalink attained 1 million subscribers by december 2005 and 3 million subscribers in october 200


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in less than two years which is by december 2007, banglalink overtook aktel to become the secondlargest operator in bangladesh with more than 7.1 million customers. banglalink currently has 25.49million subscribers as of june 2012, representing a market share of 27.18%

growth over the last years have been fuelled with innovative products and services targeting differentmarket segments, aggressive improvement of network quality and dedicated customer care, creating extensive distribution network across the country, and establishing a strong brand that emotionallyconnected customers with banglalink

corporate social responsibility

banglalink remained committed to play its role as a responsible corporate citizen to contribute in maka difference in the socio-economic development of bangladesh. the company undertakes several projeach year for the welfare of community and preservation of the environment. these initiativesconsolidated banglalinks reputation as forerunner in the corporate social activity. banglalink socialactivities include the following initiatives:

coxs bazar sea beach cleaning project and international coastal cleanup day

since 2005, banglalink has been cleaning worlds longest sea beach, coxs bazar. under this project, 2female workers clean the 3 km long beach 363 days a year in 2 shifts. in addition to that there is anotteam of 7 male workers who support to move all heavy dirt and rubbish from the beach. banglalink hbeen truly making a difference in preventing environmental pollution at coxs bazar beach andpreserving the environment. moreover, banglalink is educating and generating awareness among thevisiting tourists and encouraging them to join hands in making a difference. this initiative is consideras one of the iconic csr activities in bangladesh, which has a far reaching sustainable impact in thecommunity.


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to generate further awareness and create hype, especially among youth, banglalink observesinternational coastal cleanup day since 2005. almost 500 volunteers from prominent universities,

colleges and different organizations from dhaka, chittagong and coxs bazaar joins hands to clean thebeach- which makes this the largest voluntary initiative. through this initiative, banglalink seeks to mpositive change and promote water pollution prevention efforts.


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donating blankets at orphanages

since 2009, to help underprivileged children, banglalink has taken this special initiative to distributeblankets among the orphan children of many orphanages around the country- which are in great needit during winter season. last year we distributed 5,000 blankets among the destitute children of 101orphanages across the country. the districts covered were- dhaka, chittagong, khulna, rajshahi, rangpubarisal, narayanganj, mymensingh, and tangail.


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special arrangements for hajj pilgrims at the hajj camp

since 2009, banglalink took several initiatives to provide free services to hajj pilgrims at hajj campwhere they gather to depart for hajj. this includes arranging air-conditioned busses for pilgrims, watedistribution zone, phone counter for making free phone calls, free charging units etc. other than thesefurther aid the pilgrims, banglalink provided them with trolleys, signage, information through vas & hajj guide booklet to facilitate quick and easy understanding of hajj rituals.

water & date distribution and iftar at orphanage during ramadan

since 2009, banglalink distributed free water and dates for the fasting people who got stranded at majtraffic points of selected metro cities around iftar time during ramadan. banglalink also took initiativearranging regular iftar & dinner in different orphanages around the country. in 2011, we provided wa& dates to almost 85,000 people and iftar and dinner for more than 12,000 orphans of 123 orphanage


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across the country.

ict support for underprivileged children: computer lab set up

to remove the curse of illiteracy from society and to enlighten the students who will become the hopetomorrow, banglalink has successfully set up computer labs in 270 underprivileged schools at differeparts of the country in 2011. the computer labs are equipped with pc, laptop, internet modem,multimedia projector, speakers and microphone. now, the newly established computer lab is offeringthem a ray of hope. if anyone just walks into some of these computer labs, a buzz of activities can beseen in an otherwise unexciting establishment of learning, and stories of lives being transformed can witnessed. this is how banglalink is making difference and in the process aiding the government inachieving its vision of digital bangladesh.


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2.2 Entry Mode of telecommunications firms

Telecommunications is a service sector that requires a significant physical presence in thehost country. Mobile phone companies need to install a network, switching equipment

and other infrastructure in the host country to provide service. The very nature of mobilephone service (i.e., the physical presence of infrastructure) makes the internationalisationprocess of mobile phone firms different from manufacturing companies. Manufacturingcompanies generally follow the sequential/stage method in internationalisation, whereasthe requirement for physical presence (being infrastructure services) in the host countryrequires mobile phone companies to skip initial stages such as exporting and licensing infirm internationalisation and go for direct investment in the target host country.Therefore, of the three general modes to enter a foreign market, the exporting, contractualentry and investment modes (Buckley, 1992 in Clark, Pugh, & Mallory, 1997; Wu &Zhao, 2007), the investment (FDI) mode appears to be the only viable entry mode formobile phone firms. It is worth mentioning that over time, evolutionary changes in entry

modes is possible. For example, T-Mobile entered Austria through joint venture withpartners (among others, Siemens Osterreich and Bayerische Landesbank) in 1995 andlater on bought out all partners. Such a development is consistent with the Uppsala model(Gerpott & Jakopin, 2005).

However, the mobile phone sector has some similarity with the manufacturing sector inchoosing its entry mode. Being a capital intensive service sector, it requires sizeableinvestment in telecommunications equipment and network installations. Theseinvestments are sunk costs as they are mostly nondeployable. Large sunk costs makes thetelecommunication sector's switching costs higher (i.e., the exit barrier is significant).Once investment is made in this sector, relocation of activities, such as when riskconditions become very high, becomes costly. The high switching costs and significantexit barrier (once investment is made) make telecommunication firms reluctant to commitlarge resources (i.e., full ownership) to enter countries where uncertainty and politicalrisks exist (Sarker, Cavusgil, & Aulakh, 1999). In this respect the telecommunicationsector is like manufacturing sector because the manufacturing sector also requiresinvestment in plant and machinery and equipment.

Perceived first-mover advantages in foreign markets also affect a telecommunicationfirm's entry mode choice. The first entrant forms alliances with local and other partners topre-empt market and strategic partners (as well as prospective competitors), to meet largeresource requirements, and exploit strategic benefits of having a local partner, such asaccess to local knowledge about the market and customer choice, and the ability to tapcomplementary knowledge, assets and competencies of JV/alliance partners (Gilmore,O'Donnell, Carson, & Cummins, 2003).4.4 Orascom Telecom Holdings

Orascom Telecom entered the Bangladesh mobile phone sector under the brand nameBanglalink. Banglalink Mobile is a WOS of Egyptian Telecom giant Orascom. OrascomTelecom Holding (OTH) purchased 100% of the shares of Sheba Telecom (Pvt.) Limited


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in September 2004, re-branded it and launched its services under the brand name'Banglalink' in February 2005. OTH is a leading mobile telecommunications companyoperating in seven emerging markets in the Middle East, Africa, Pakistan andBangladesh.

Banglalink

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Orascom Telecom Bangladesh Limited

Type Subsidiary

Industry Telecommunication

Founded November, 1996[1]

Headquarters

Tigers' Den, House # SW(H)04, Bir

Uttam Mir Shawkat Sharak, Gulshan-1, Dhaka-1212, Bangladesh

Area served 64 districts

Key people [1], MDand CEO

Products Telephony,GPRS

RevenueUS$288 million (2008), 49.2% from2007[2]

Parent Orascom Telecom

Website www.banglalinkgsm.com

Banglalink(Bengali: ), is the second largest cellular service provider inBangladesh afterGrameenphone. As of April 2012, Banglalink has a subscriber base of25 million.[3] It is a wholly owned subsidiary ofOrascom Telecom.

Banglalink had 1.03 million connections until December, 2005. The number ofBanglalink users increased by 257 per cent[4] and stood at 3.64 million at the end of 2006,making it the fastest growing operator in the world of that year. In August, 2006,Banglalink became the first company to provide free incoming calls fromBTTBfor both
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postpaid and prepaid connections. On August 20, 2008, Banglalink got past the landmarkof 10 million subscriber base.[5]

Contents

1 History 2 Numbering scheme

3 Products offered

o 3.1 Prepaid packages

o 3.2 Postpaid packages

o 3.3 Icon

o 3.4 Banglalink enterprise

4 Banglalink customer care

5 Criticisms and penalty

6 References

7 External links

History

Sheba Telecom(PVT Ltd)-after talking lots- finally was granted license in 1989 [6] tooperate in the rural areas of 199upazilas. Later it obtained GSMlicense in 1996 toextend its business to cellular mobile,radio telephone services. It launched operation inthe last quarter of 1997 as a Bangladesh-Malaysia joint venture.

Tigers' Den (banglalink's headquarters) at Gulshan.
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In July, 2004, it was reported that Egypt based Orascom Telecom is set to purchase theMalaysian stakes in Sheba Telecom through a hush-hush deal, as Sheba had failed to tapthe business potentials in Bangladesh mainly due to a chronic feud between its Malaysianand Bangladeshi partners. An agreement was reached with Orascom worth US$25million was finalized in secret. The pact has been kept secret for legal reasons,

considering financial fallout and because of the feud.

The main reason for the undercover dealing was the joint venture agreement between theBangladeshi and the Malaysian partners, which dictates that if any party sells its Shebashares, the other party will enjoy the first right to buy that.

Integrated Services Ltd. (ISL), the Bangladeshi partner, was being officially shown aspurchasing the shares held by Technology Resources Industries (TRI) of Malaysia for$15 million. ISL then paid another $10 million to Standard Chartered Bankto settleSheba's liabilities.

In September, 2004, Orascom Telecom Holdings purchased 100% of the shares of ShebaTelecom (Pvt.) Limited (Sheba). It was acquired for US$60 million. Sheba had a baseof 59,000 users, of whom 49,000 were regular when it was sold.[7] Afterward it was re-branded and launched its services under the Banglalink brand on February 10, 2005.Banglalinks license is a nationwide 15-year GSM license and will expire in November,2011.

In March, 2008, Sheba Telecom (Pvt.) Limited changed its name as Orascom TelecomBangladesh Limited, matching its parent company name.[8]

who is behind us

orascom telecom holding s.a.e. ("oth")
http://en.wikipedia.org/wiki/Egypthttp://en.wikipedia.org/wiki/Orascom_Telecomhttp://en.wikipedia.org/wiki/Standard_Chartered_Bankhttp://en.wikipedia.org/wiki/Standard_Chartered_Bankhttp://en.wikipedia.org/wiki/Banglalink#cite_note-7http://en.wikipedia.org/wiki/Banglalink#cite_note-8http://en.wikipedia.org/wiki/Egypthttp://en.wikipedia.org/wiki/Orascom_Telecomhttp://en.wikipedia.org/wiki/Standard_Chartered_Bankhttp://en.wikipedia.org/wiki/Banglalink#cite_note-7http://en.wikipedia.org/wiki/Banglalink#cite_note-8


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orascom telecom (oth) established itself as a global brand and is considered today to be one of the

largest and most diversified telecom operators. operating in eleven emerging markets, the company ha population under license of approximately 512 million with an average mobile telephony penetratioof approximately 50% as of june, 2010. orascom telecom operates gsm networks in algeria ("ota"),pakistan ("mobilink"), egypt ("mobinil"), bangladesh ("banglalink"), burundi (leo burundi), namibia namibia), central african republic (telecel car), north korea ("koryolink") and canada ("wind mobile")through its indirect equity shareholding in globalive wireless and its indirect equity ownership in telezimbabwe (zimbabwe). in 2009, the company was also awarded the management contract of one of ttwo lebanese mobile telecommunications operators ("alfa") from the government of the republic oflebanon. oths parent company "wind telecom" is owned by "vimpelcom".

vimpelcom is the 6th largest telecom operator in the world, providing service to over 186 million

subscribers, as of 31st march 2011, through its operation in 20 countries. it provides services via a wrange of wireless, fixed, and broadband services in russia, ukraine, kazakhstan, uzbekistan, tajikistan,armenia, georgia, kyrgyzstan, vietnam, cambodia, laos, algeria, bangladesh, pakistan, burundi,zimbabwe, central african republic, italy and canada. the brands under which the company operates a"beeline", "kyivstar", "djuice", "wind", "infostrada" "mobilink", "leo", "banglalink", "telecel", and"djezzy"

vimpelcom ltd.s reporting structure is divided into five business units - europe and north america,


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russia, ukraine, the commonwealth of independent states (cis), and africa and asia, all of which reporthe companys headquarters in amsterdam.

in september 2004, oth purchased 100% of sheba telecom (pvt.) limited in bangladesh. oth re-brandeand launched its services as "banglalink" in february 2005. immediately after the launch, oth started i

aggressive plans to develop banglalink into a leader in the mobile sector by rapidly expanding its gsmnetwork to provide high quality communications services at affordable prices. banglalink serves overmillion subscribers with 27.03% market share (as of april 2011).

for detailed information about oth, please visit:www.orascomtelecom.com

for detailed information about vimpelcom, please visit: www.vimpelcom.com/cp/description.wbp

human resource

the real tigers behind the stripes!

we, at banglalink, believe that our teamwork is our greatest asset. useful contributions made by eachindividual bring us that much closer to our goals. the banglalink family is made up of a group ofpassionate individuals, uniquely qualified from diverse disciplines but working towards our vision.

banglalink ensures for the tigers/tigress:

a friendly, professional and mutually supportive environment that encourages our people to

develop their potentials to an optimal level. a true quality of professionalism that can be found in all world-class multinational companies

team oriented professionals, who contribute to the greater whole of the organization through

their participation in decision making situations.

a system which recognizes and rewards groups as well as individuals for their efforts and

contributions to the company.

optical fiber network

nationwide backbone
http://www.orascomtelecom.com/http://www.orascomtelecom.com/http://www.vimpelcom.com/cp/description.wbphttp://www.orascomtelecom.com/http://www.vimpelcom.com/cp/description.wbp


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dhaka metro ring


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tariff

selling unit: e1 (30 channel)

capacity from fiber optic/microwave backbone a discount may be considered depending on bulk, tenure of utilization, data/voice and

type/category of client and the route of lease/sublease.

e1 rent shall be calculated by giving a discount range up to 30%

slab slab in kilometers maximum monthly charge*/km remarks1 0-50 bdt 250 note to table - a2 51-100 bdt 200 in addition to (1)


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3 101-200 bdt 160 in addition to (2)4 201-300 bdt 130 in addition to (3)5 301 and above bdt 95 in addition to (4)note to table - a: for any distance below 20 km, the maximum monthly charge will be bdt

5000/-.

*excluding vat

selling unit: stm-1 (63 e1)

capacity from fiber optic/microwave backbone

the rental shall be determined by multiplying the unit cost of 1 (one) e1 by 63

note: stm-1 rent shall be calculated by giving a discount range up to 30% may be considered

depending on bulk, tenure of utilization, data/voice and type/category of the client and the route of

lease/sub-lease. this discount shall only be applicable in the same point-to-point link.

selling unit: stm-4/8/16 (4 stm-1/8 stm-1/16 stm-1)

capacity from fiber optic/microwave backbone

the rental shall be determined by multiplying the unit cost of 1 (one) stm-1 by 4/8/16

note: stm-4/8/16 rent shall be calculated by giving a discount range up to 30% may be considered

depending on bulk, tenure of utilization, data/voice and type/category of the client and the route of

lease/sub-lease. this discount shall only be applicable in the same point-to-point link.

special tariff

corporate social responsibility (csr) cases: in special cases like csr, banglalink may provi

special discounted pricing which are not to be treated as reference by any other

organization or lease

cases of national interest: in cases of national interest, banglalink may provide special

discounted pricing on case to case basis which are not to be treated as reference by any

other organization or lease

for any query or requirement placement regarding fon leasing or site sharing please email to:

[email protected]
mailto:[email protected]:[email protected]

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About Banglalink