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Gulfnet Communications v02

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by

Elisabetta Bruno

on 7 May 2015

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Transcript of Gulfnet Communications v02

and
STRATEGIC DIRECTION
BUSINESS ENVIRONMENT
Ahmad Salih, CEO
May 21, 2015
CONTENTS
CURRENT STATE OF THE MARKET
1
KEY BUSINESS INITIATIVES
2
EXPECTED RESULTS FOR 2015
3
ORGANIZATIONAL DEVELOPMENT
4
STATE OF THE MARKET
THE MOBILE OPERATORS THREAT
TO ISP BUSINESS
STATE OF THE MARKET
COMPETITION – PRICE ISSUES
RESIDENTIAL INTERNET
CORPORATE BUSINESS
ICT BUSINESS
GOVERNMENT BUSINESS
WHOLESALE BUSINESS
GLOBAL SERVICES
REVENUE MIX
Based on Q1 2015
WHOLESALE MARKET PRICE
55.0
BUDGET GRAPH
REVENUE
BUILDING
A HEALTHY ORGANIZATION
$
10,699
10,618
CONTRIBUTION
1,855
1,129
OVERHEAD EXP.
1,096
981
NET PROFIT/LOSS
466
-108
2015 Original
2015 Revised
Wholesale 34.4%
Corporate 21.6%
Retail 19.4%
ICT 9.4%
Intl 7.8%
Gov't 7.3%
2011
42.0
2012
25.0
2013
10.0
2014
6.5
2015
KD per 1mb
High-speed internet is available to consumers
(4G)
Bundling
is becoming attractive to consumers
Competition
among mobile operators is driving prices down
Mobile operators offerings
prevent growth
in the Residential segment

Operators are
moving towards Enterprise
business
Prices are settled
in Residential Internet among ISPs
Intense price-based competition
in IP-transit Wholesale for Mobile Operators
Corporate and Government businesses are
less affected
due to mass market
Working with partners
to introduce new services
Working strategically
with other ISPs to maintain current price levels
Targeting
small business and buildings
Stimulate requirements in
fibered areas
Data services:
Integrating services with ICT and 4G backup
Voice:
Bundling with IP PABX systems for small and large businesses
Internet service:
Achieving differentiation through bundling with other services
Approach mobile operators
to provide value-added services
Progress is
growing steadily
The company is yet to be equipped with the required
support systems

Business is based on once-off deals
Our ICT approach is
currently incomplete
(We don’t have business continuity with end-users)
Injecting
recurrent business
Our market share is
below our capacity
Building a
new team
for better focus
Enhancing
market intelligence
Associate ourselves with
global solution providers
to address our limitations
Market is limited to the
three mobile operators
High risk of
revenue loss impact
Local ISPs and regional telecom operators compete within this
limited market
Focusing on
smaller but discrete
business
There is a major
room for for growth
Reposition ourselves as a
preferred partner
for Global players

Adjust our
international network
to cater for the new objective
Associate Gulfnet
with major global players who have interest in the region
Extend our reach
with minimum cost by interfacing with global partners MPLs networks

Readjust our
marketing approach
Position Gulfnet as a
main provider
in US Army camps
Making
structural changes
Building a
disciplined, task-oriented,
and quality-focused culture
Review and enhance
key business processes
Establish performance
review mechanisms
Put a
business support system
in place
Review and
rebuild our platforms
with minimum possible cost
Making Gulfnet recognized as a
reliable service provider
$
$
$
Full transcript