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7/22/2019 PRO XL Marketing
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1dimanche, 13 juin 2010
7/22/2019 PRO XL Marketing
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PRO XLPT. XL Axiata Tbk
1dimanche, 13 juin 2010
7/22/2019 PRO XL Marketing
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PRO XLPT. XL Axiata Tbk
1dimanche, 13 juin 2010
7/22/2019 PRO XL Marketing
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PRO XLPT. XL Axiata Tbk
1dimanche, 13 juin 2010
7/22/2019 PRO XL Marketing
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PRO XLPT. XL Axiata Tbk
1dimanche, 13 juin 2010
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PRO XLPT. XL Axiata Tbk
Company History
1dimanche, 13 juin 2010
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PRO XLPT. XL Axiata Tbk
1989 PT. Grahametropolitan Lestari wasformed.
Company History
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PRO XLPT. XL Axiata Tbk
1989 PT. Grahametropolitan Lestari wasformed.
1995 commenced commercial operationonly in big three cities such as(Jakarta,Bandung,Surabaya)
Company History
1dimanche, 13 juin 2010
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PRO XLPT. XL Axiata Tbk
1989 PT. Grahametropolitan Lestari wasformed.
1995 commenced commercial operationonly in big three cities such as(Jakarta,Bandung,Surabaya)
2005 Unforgettable epoch, changed
from Private to Public firm and haseventually become PT. XL Axiata Tbk
Company History
1dimanche, 13 juin 2010
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10/189
PRO XLPT. XL Axiata Tbk
1989 PT. Grahametropolitan Lestari wasformed.
1995 commenced commercial operationonly in big three cities such as(Jakarta,Bandung,Surabaya)
2005 Unforgettable epoch, changed
from Private to Public firm and haseventually become PT. XL Axiata Tbk
Company History
1dimanche, 13 juin 2010
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PRO XLPT. XL Axiata Tbk
1989 PT. Grahametropolitan Lestari wasformed.
1995 commenced commercial operationonly in big three cities such as(Jakarta,Bandung,Surabaya)
2005 Unforgettable epoch, changed
from Private to Public firm and haseventually become PT. XL Axiata Tbk
Company History
1dimanche, 13 juin 2010
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Overall Industrial & Market Form
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Overall Industrial & Market FormXL has two core businesses to
offer:
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Overall Industrial & Market FormXL has two core businesses to
offer:
1. Consumer Solution - Its
intended to provide mobileservices with high quality and
coverage to the mass market.
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Overall Industrial & Market FormXL has two core businesses to
offer:
1. Consumer Solution - Its
intended to provide mobileservices with high quality and
coverage to the mass market.
2. Business Solution - Its aimed
for providing highly reliable and
efficient data communication
solutions for the corporate
market.
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Overall Industrial & Market FormXL has two core businesses to
offer:
1. Consumer Solution - Its
intended to provide mobileservices with high quality and
coverage to the mass market.
2. Business Solution - Its aimed
for providing highly reliable and
efficient data communication
solutions for the corporate
market.
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Overall Industrial & Market FormXL has two core businesses to
offer:
1. Consumer Solution - Its
intended to provide mobileservices with high quality and
coverage to the mass market.
2. Business Solution - Its aimed
for providing highly reliable and
efficient data communication
solutions for the corporate
market.
Pro XLisfurther categorised as Oligopoly since thereis only few sellers for identical product/service in themarket.
2dimanche, 13 juin 2010
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19/1893dimanche, 13 juin 2010
7/22/2019 PRO XL Marketing
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Monopoly practice is no longer exist ? in Indonesia, hence,
Pro XLenters the market and has 9 other rivals as follows:
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1. Telkomsel - (State-owned company with 65% shares & 35 possessed by Sin-Tel)
Monopoly practice is no longer exist ? in Indonesia, hence,
Pro XLenters the market and has 9 other rivals as follows:
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1. Telkomsel - (State-owned company with 65% shares & 35 possessed by Sin-Tel)
2. Telkom - (State-owned co with 51.82 shares & 48.18% owned by Public)
Monopoly practice is no longer exist ? in Indonesia, hence,
Pro XLenters the market and has 9 other rivals as follows:
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1. Telkomsel - (State-owned company with 65% shares & 35 possessed by Sin-Tel)
2. Telkom - (State-owned co with 51.82 shares & 48.18% owned by Public)
3. Indosat - (State-owned with 14.3%, Qtel 40.8% and Public 44.9%)
Monopoly practice is no longer exist ? in Indonesia, hence,
Pro XLenters the market and has 9 other rivals as follows:
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1. Telkomsel - (State-owned company with 65% shares & 35 possessed by Sin-Tel)
2. Telkom - (State-owned co with 51.82 shares & 48.18% owned by Public)
3. Indosat - (State-owned with 14.3%, Qtel 40.8% and Public 44.9%)
4. Mobile8 - (Bimantara citra with 60.8%, Asia Link BV 6%, Qualcom 5.2%)
Monopoly practice is no longer exist ? in Indonesia, hence,
Pro XLenters the market and has 9 other rivals as follows:
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1. Telkomsel - (State-owned company with 65% shares & 35 possessed by Sin-Tel)
2. Telkom - (State-owned co with 51.82 shares & 48.18% owned by Public)
3. Indosat - (State-owned with 14.3%, Qtel 40.8% and Public 44.9%)
4. Mobile8 - (Bimantara citra with 60.8%, Asia Link BV 6%, Qualcom 5.2%)
5. Natrindo - (Saudi Telecom Company 51%, Maxis Comm 44%, Public 5%)
Monopoly practice is no longer exist ? in Indonesia, hence,
Pro XLenters the market and has 9 other rivals as follows:
4dimanche, 13 juin 2010
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1. Telkomsel - (State-owned company with 65% shares & 35 possessed by Sin-Tel)
2. Telkom - (State-owned co with 51.82 shares & 48.18% owned by Public)
3. Indosat - (State-owned with 14.3%, Qtel 40.8% and Public 44.9%)
4. Mobile8 - (Bimantara citra with 60.8%, Asia Link BV 6%, Qualcom 5.2%)
5. Natrindo - (Saudi Telecom Company 51%, Maxis Comm 44%, Public 5%)
6. Sampoerna Telekom-(100% owned by Sampoerna)
Monopoly practice is no longer exist ? in Indonesia, hence,
Pro XLenters the market and has 9 other rivals as follows:
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1. Telkomsel - (State-owned company with 65% shares & 35 possessed by Sin-Tel)
2. Telkom - (State-owned co with 51.82 shares & 48.18% owned by Public)
3. Indosat - (State-owned with 14.3%, Qtel 40.8% and Public 44.9%)
4. Mobile8 - (Bimantara citra with 60.8%, Asia Link BV 6%, Qualcom 5.2%)
5. Natrindo - (Saudi Telecom Company 51%, Maxis Comm 44%, Public 5%)
6. Sampoerna Telekom-(100% owned by Sampoerna)
7. Bakrie Telecom -(100% owned by Bakrie Group)
Monopoly practice is no longer exist ? in Indonesia, hence,
Pro XLenters the market and has 9 other rivals as follows:
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1. Telkomsel - (State-owned company with 65% shares & 35 possessed by Sin-Tel)
2. Telkom - (State-owned co with 51.82 shares & 48.18% owned by Public)
3. Indosat - (State-owned with 14.3%, Qtel 40.8% and Public 44.9%)
4. Mobile8 - (Bimantara citra with 60.8%, Asia Link BV 6%, Qualcom 5.2%)
5. Natrindo - (Saudi Telecom Company 51%, Maxis Comm 44%, Public 5%)
6. Sampoerna Telekom-(100% owned by Sampoerna)
7. Bakrie Telecom -(100% owned by Bakrie Group)
8. Three -(Hutchison with 60% shares, and CP Group Indo 40%)
Monopoly practice is no longer exist ? in Indonesia, hence,
Pro XLenters the market and has 9 other rivals as follows:
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1. Telkomsel - (State-owned company with 65% shares & 35 possessed by Sin-Tel)
2. Telkom - (State-owned co with 51.82 shares & 48.18% owned by Public)
3. Indosat - (State-owned with 14.3%, Qtel 40.8% and Public 44.9%)
4. Mobile8 - (Bimantara citra with 60.8%, Asia Link BV 6%, Qualcom 5.2%)
5. Natrindo - (Saudi Telecom Company 51%, Maxis Comm 44%, Public 5%)
6. Sampoerna Telekom-(100% owned by Sampoerna)
7. Bakrie Telecom -(100% owned by Bakrie Group)
8. Three -(Hutchison with 60% shares, and CP Group Indo 40%)
9. Smart Telecom -( 100% owned by SinarMas Group)
Monopoly practice is no longer exist ? in Indonesia, hence,
Pro XLenters the market and has 9 other rivals as follows:
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5
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Marketing Strategic Overview
5
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Marketing Strategic Overview
Release a new state-of-the-arttechnology such as 3G.
5
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Marketing Strategic Overview
Release a new state-of-the-arttechnology such as 3G.
Always connected everywhere yougo.
5
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Marketing Strategic Overview
Release a new state-of-the-arttechnology such as 3G.
Always connected everywhere yougo.
Working with other networksprovider abroad.
5
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Marketing Strategic Overview
Release a new state-of-the-arttechnology such as 3G.
Always connected everywhere yougo.
Working with other networksprovider abroad.
The cheapest provider in Indonesiain 2008.
5
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Marketing Strategic Overview
Release a new state-of-the-arttechnology such as 3G.
Always connected everywhere yougo.
Working with other networksprovider abroad.
The cheapest provider in Indonesiain 2008.
5
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Marketing Strategic Overview
Release a new state-of-the-arttechnology such as 3G.
Always connected everywhere yougo.
Working with other networksprovider abroad.
The cheapest provider in Indonesiain 2008.
5
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Marketing Strategic Overview
Release a new state-of-the-arttechnology such as 3G.
Always connected everywhere yougo.
Working with other networksprovider abroad.
The cheapest provider in Indonesiain 2008.
5
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6
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Target Market
6
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Target Market
Here are the target market:
6
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Target Market
Here are the target market:
Teenagers
6
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Target Market
Here are the target market:
Teenagers White-Collar Workers
6
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Target Market
Here are the target market:
Teenagers White-Collar Workers
Corporate Business
6
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Target Market
Here are the target market:
Teenagers White-Collar Workers
Corporate Business
6
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Target Market
Here are the target market:
Teenagers White-Collar Workers
Corporate Business
6
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Target Market
Here are the target market:
Teenagers White-Collar Workers
Corporate Business
6
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Target Market
Here are the target market:
Teenagers White-Collar Workers
Corporate Business
6
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Product Gender Age Occupation Income
XL Bebas M/F All Students Parents
XL Xplor M/F 18 - 80White-Collar
Workers> IDR 2 Million
permonth
7
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Segmentation is aimed at distinguishing
target market specifically according to their
needs, behavioural, and product or services.
Therefore we cluster them on each
products we offer.
Product Gender Age Occupation Income
XL Bebas M/F All Students Parents
XL Xplor M/F 18 - 80White-Collar
Workers> IDR 2 Million
permonth
7
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Segmentation is aimed at distinguishing
target market specifically according to their
needs, behavioural, and product or services.
Therefore we cluster them on each
products we offer.
Product Gender Age Occupation Income
XL Bebas M/F All Students Parents
XL Xplor M/F 18 - 80White-Collar
Workers> IDR 2 Million
permonth
7
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Segmentation is aimed at distinguishing
target market specifically according to their
needs, behavioural, and product or services.
Therefore we cluster them on each
products we offer.
Product Gender Age Occupation Income
XL Bebas M/F All Students Parents
XL Xplor M/F 18 - 80White-Collar
Workers> IDR 2 Million
permonth
7
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In positioning, we make products assuranceto customers mindset so that it can affect
their perceptions.
8
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In positioning, we make products assuranceto customers mindset so that it can affect
their perceptions.
Brand Image with cheaper tariff.
8
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In positioning, we make products assuranceto customers mindset so that it can affect
their perceptions.
Brand Image with cheaper tariff.
Brand Familiarity
8
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In positioning, we make products assuranceto customers mindset so that it can affect
their perceptions.
Brand Image with cheaper tariff.
Brand Familiarity
Customer Service Care
8
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In positioning, we make products assuranceto customers mindset so that it can affect
their perceptions.
Brand Image with cheaper tariff.
Brand Familiarity
Customer Service Care
8
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In positioning, we make products assuranceto customers mindset so that it can affect
their perceptions.
Brand Image with cheaper tariff.
Brand Familiarity
Customer Service Care
Then well identify our rivals S.W.O.T. but
firstly weve to understand our S.W.O.T.
before deriving our marketing mix.
8
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In positioning, we make products assuranceto customers mindset so that it can affect
their perceptions.
Brand Image with cheaper tariff.
Brand Familiarity
Customer Service Care
Then well identify our rivals S.W.O.T. but
firstly weve to understand our S.W.O.T.
before deriving our marketing mix.
8
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Marketing Mix 4Ps
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g 4
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Marketing Mix 4Ps
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g 4
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g 4
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g 4
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g 4
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g 4
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g 4
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g 4
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1313dimanche, 13 juin 2010
Obstacles & Problems in Startegy implementation
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Obstacles & Problems in Startegy implementation
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Obstacles:
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Obstacles & Problems in Startegy implementation
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Obstacles:Product confusion for Jempol andBebas
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Obstacles & Problems in Startegy implementation
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Obstacles:Product confusion for Jempol andBebas
Government responds later than weexpect for launching new products
that we engage with handhelddistributors.
1313dimanche, 13 juin 2010
Obstacles & Problems in Startegy implementation
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Obstacles:Product confusion for Jempol andBebas
Government responds later than weexpect for launching new products
that we engage with handhelddistributors.
Problems:
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Obstacles & Problems in Startegy implementation
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Obstacles:Product confusion for Jempol andBebas
Government responds later than weexpect for launching new products
that we engage with handhelddistributors.
Problems:
Postponing launching candisappoint customers
1313dimanche, 13 juin 2010
Obstacles & Problems in Startegy implementation
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Obstacles:Product confusion for Jempol andBebas
Government responds later than weexpect for launching new products
that we engage with handhelddistributors.
Problems:
Postponing launching candisappoint customers
Similar services employed bycompetitors.
1313dimanche, 13 juin 2010
Obstacles & Problems in Startegy implementation
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Obstacles:Product confusion for Jempol andBebas
Government responds later than weexpect for launching new products
that we engage with handhelddistributors.
Problems:
Postponing launching can
disappoint customers
Similar services employed bycompetitors.
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1414dimanche, 13 juin 2010
War On Market Competition for the last 3-5 years
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War On Market Competition for the last 3-5 years
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14
Financial Data in Billion Rupiah
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War On Market Competition for the last 3-5 years
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Financial Data 2005 2006 2007 2008 2009
Financial Data in Billion Rupiah
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War On Market Competition for the last 3-5 years
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14
Financial Data 2005 2006 2007 2008 2009
Op. Income 4.302 6.466 8.365 12.156 13.880
Financial Data in Billion Rupiah
14dimanche, 13 juin 2010
War On Market Competition for the last 3-5 years
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14
Financial Data 2005 2006 2007 2008 2009
Op. Income 4.302 6.466 8.365 12.156 13.880
Profit 570 1.028 1.760 1.753 2.464
Financial Data in Billion Rupiah
14dimanche, 13 juin 2010
War On Market Competition for the last 3-5 years
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14
Financial Data 2005 2006 2007 2008 2009
Op. Income 4.302 6.466 8.365 12.156 13.880
Profit 570 1.028 1.760 1.753 2.464
Financial Data in Billion Rupiah
14dimanche, 13 juin 2010
War On Market Competition for the last 3-5 years
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14
Financial Data 2005 2006 2007 2008 2009
Op. Income 4.302 6.466 8.365 12.156 13.880
Profit 570 1.028 1.760 1.753 2.464
Financial Data in Billion Rupiah
14dimanche, 13 juin 2010
War On Market Competition for the last 3-5 years
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14
Financial Data 2005 2006 2007 2008 2009
Op. Income 4.302 6.466 8.365 12.156 13.880
Profit 570 1.028 1.760 1.753 2.464
Financial Data in Billion Rupiah
Operational Data 2005 2006 2007 2008 2009
14dimanche, 13 juin 2010
War On Market Competition for the last 3-5 years
7/22/2019 PRO XL Marketing
154/189
14
Financial Data 2005 2006 2007 2008 2009
Op. Income 4.302 6.466 8.365 12.156 13.880
Profit 570 1.028 1.760 1.753 2.464
Financial Data in Billion Rupiah
Operational Data 2005 2006 2007 2008 2009
Total Subscribers 6.978 9.528 15.469 26.016 31.438
14dimanche, 13 juin 2010
War On Market Competition for the last 3-5 years
7/22/2019 PRO XL Marketing
155/189
14
Financial Data 2005 2006 2007 2008 2009
Op. Income 4.302 6.466 8.365 12.156 13.880
Profit 570 1.028 1.760 1.753 2.464
Financial Data in Billion Rupiah
Operational Data 2005 2006 2007 2008 2009
Total Subscribers 6.978 9.528 15.469 26.016 31.438Prepaid 6.802 9.141 14.988 25.599 31.101
14dimanche, 13 juin 2010
War On Market Competition for the last 3-5 years
7/22/2019 PRO XL Marketing
156/189
14
Financial Data 2005 2006 2007 2008 2009
Op. Income 4.302 6.466 8.365 12.156 13.880
Profit 570 1.028 1.760 1.753 2.464
Financial Data in Billion Rupiah
Operational Data 2005 2006 2007 2008 2009
Total Subscribers 6.978 9.528 15.469 26.016 31.438Prepaid 6.802 9.141 14.988 25.599 31.101Postpaid 176 387 481 417 337
14dimanche, 13 juin 2010
War On Market Competition for the last 3-5 years
7/22/2019 PRO XL Marketing
157/189
14
Financial Data 2005 2006 2007 2008 2009
Op. Income 4.302 6.466 8.365 12.156 13.880
Profit 570 1.028 1.760 1.753 2.464
Financial Data in Billion Rupiah
Operational Data 2005 2006 2007 2008 2009
Total Subscribers 6.978 9.528 15.469 26.016 31.438Prepaid 6.802 9.141 14.988 25.599 31.101Postpaid 176 387 481 417 337
Total Employees 1.854 2.042 2.136 2.097 2.038
14dimanche, 13 juin 2010
War On Market Competition for the last 3-5 years
7/22/2019 PRO XL Marketing
158/189
14
Financial Data 2005 2006 2007 2008 2009
Op. Income 4.302 6.466 8.365 12.156 13.880
Profit 570 1.028 1.760 1.753 2.464
Financial Data in Billion Rupiah
Operational Data 2005 2006 2007 2008 2009
Total Subscribers 6.978 9.528 15.469 26.016 31.438Prepaid 6.802 9.141 14.988 25.599 31.101Postpaid 176 387 481 417 337
Total Employees 1.854 2.042 2.136 2.097 2.038
Ratio of Efficiency 3.764 4.666 7.242 12.406 15.426
14dimanche, 13 juin 2010
7/22/2019 PRO XL Marketing
159/189
1515dimanche, 13 juin 2010
7/22/2019 PRO XL Marketing
160/189
1515dimanche, 13 juin 2010
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161/189
1515dimanche, 13 juin 2010
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162/189
1515dimanche, 13 juin 2010
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163/189
1515dimanche, 13 juin 2010
7/22/2019 PRO XL Marketing
164/189
1515dimanche, 13 juin 2010
7/22/2019 PRO XL Marketing
165/189
1515dimanche, 13 juin 2010
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1515dimanche, 13 juin 2010
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In 2005, there was no other competitor, however, newcompetitors such as lippo telecom come then the market share
decreased. Further the new players like Three, Axis, Smart, etc andrest of the market shares divide ever since.
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16
16dimanche, 13 juin 2010
The Keys success of
7/22/2019 PRO XL Marketing
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The value of XL is essentially on itsbusiness culture that becomes itssuccessful keys:
16
16dimanche, 13 juin 2010
The Keys success of
7/22/2019 PRO XL Marketing
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The value of XL is essentially on itsbusiness culture that becomes itssuccessful keys:
!Integrity
16
16dimanche, 13 juin 2010
The Keys success of
7/22/2019 PRO XL Marketing
173/189
The value of XL is essentially on itsbusiness culture that becomes itssuccessful keys:
!Integrity
!Teamwork
16
16dimanche, 13 juin 2010
The Keys success of
7/22/2019 PRO XL Marketing
174/189
The value of XL is essentially on itsbusiness culture that becomes itssuccessful keys:
!Integrity
!Teamwork
!Service Excellence
16
16dimanche, 13 juin 2010
The Keys success of
7/22/2019 PRO XL Marketing
175/189
The value of XL is essentially on itsbusiness culture that becomes itssuccessful keys:
!Integrity
!Teamwork
!Service Excellence
!Marketing Campaign
16
16dimanche, 13 juin 2010
The Keys success of
7/22/2019 PRO XL Marketing
176/189
The value of XL is essentially on itsbusiness culture that becomes itssuccessful keys:
!Integrity
!Teamwork
!Service Excellence
!Marketing Campaign
16
16dimanche, 13 juin 2010
The Keys success of
7/22/2019 PRO XL Marketing
177/189
The value of XL is essentially on itsbusiness culture that becomes itssuccessful keys:
!Integrity
!Teamwork
!Service Excellence
!Marketing Campaign
16
16dimanche, 13 juin 2010
The Keys success of
7/22/2019 PRO XL Marketing
178/189
The value of XL is essentially on itsbusiness culture that becomes itssuccessful keys:
!Integrity
!Teamwork
!Service Excellence
!Marketing Campaign
16
16dimanche, 13 juin 2010
The Keys success of
7/22/2019 PRO XL Marketing
179/189
The value of XL is essentially on itsbusiness culture that becomes itssuccessful keys:
!Integrity
!Teamwork
!Service Excellence
!Marketing Campaign
16
16dimanche, 13 juin 2010
The Keys success of
7/22/2019 PRO XL Marketing
180/189
The value of XL is essentially on itsbusiness culture that becomes itssuccessful keys:
!Integrity
!Teamwork
!Service Excellence
!Marketing Campaign
16
16dimanche, 13 juin 2010
7/22/2019 PRO XL Marketing
181/189
17dimanche, 13 juin 2010
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17dimanche, 13 juin 2010
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17dimanche, 13 juin 2010
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