U-LINK COMPANY

PRESENTED BY
GROUP- 5
GROUP MEMBERS:
MR. VIJAY RAMOLIYA
MR. JAYESH PATHAK
MR. RUPESH VEDAK
MR.VENU MADHAV
MR.JIGNESH SAVAJ
 Competitive environment for the U-Link
company
 THREATS OF NEW ENTRANTS:
NET-10,U-NET, U FONE, UPFONE

.

.
BARGAINING POWER OF CUSTOMERS:
DUE TO LIONSHARE OF THE MARKET WE ARE
GETTING COMPETATIVE ADVANTAGE OF BUYING
PRODUCTS AT LOWER RATE.
 THREATS OF SUBSTITUENTS:
ALL THE ONLINE MOBILE COMPANY.
 BARGAINING POWER OF SUPPLIERS:
BECAUSE OF COMPETATIVE ADVANTAGE OF
MARKET WE ARE GETTING BARGAINING POWER ON
THE SUPPLIERS.
 STRENGTH:
1) 422 RETAIL OUTLETS IN THE COUNTRY.
2) SUCCESSFUL TELIVISION ADVERTISING
CAMPAIGN .
3) GOOD MOTIVATIVE REWARD SYSTEM .
 WEAKNESS:
1) AVAIBILITY OF ALL THE SHOPS AT THE EDGE OF
SHOPING CENTRE OF TOWN.
2) BECAUSE OF STRONG COMPETITION OUR PRODUCT
BECOME COMMODITY.
COMPETATIVE STRATEGY
PRODUCT LIFE CYCLE OF U-LINK’S
RETAIL BUSINESS
STAGES:

 INTRODUCTION
STAGE: AT 1992
 GROWTH STAGE: UPTO
2001
 MATURITY STAGE:
UPTO 2007
 DECLINE STAGE:
AFTER 2008
 AND NOW COMPANY IS
AT FLAT STAGE.
CASE FOR RETAINING THE RETAIL
SHOPS DIVISION
ACTIVITIES
.
FOR
RETAINING THE RETAIL
BUSINESS:
CONDUCTING
CAMPAIGN LIKE
GIFTS AND
MOBILE
ACCESORIES

ATTRACTIVE
SCHEMES LIKE
MOBILE
INSURANCE AT
LOWER COST
CUSTOMER
ATTRACTIO SHOP
N

START FEW
CUSTOMER
COMPLAIN CENTER
BETWEEN 4-5 CITIE

REDUCE COST OF
HANDSETS
And by taking competitive
advantages of offshore market
of China, collaborate with a
mass manufacturer of
handsets in lower costs.
 CONCEPTS:

STRONG
EMOTIONAL CEO
ATTACHMEN
T IMPLEMENTATION
CONTRACTE
D WITH 4
422 RETAIL
MAIN
SHOPS
SERVICE
PROVIDER market
share
incentive advantage
access to
scarce
inputs
Tight cost
control cost
—CEO OF U-LINK COMPANY HAS TAKEN INITIATIVE reduction
TO OPEN SHOPS FOR RETAILING OF MOBILES WITH Process
method engineering
COMPLETELY ETHICAL PHILOSOPHY.
Supervision skills
—BUT BECAUSE OF STRONG COMPETITION PROFIT of labour
FROM RETAILS SALES GETTING DOWN DAY BY DAY.
SO, CERTAIN RECOMMONDATION FOR Access to ease of
IMPLEMENTATION SHOULD BE CARRIED OUT BY OUR inexpensive manufacturer
GROUP TO SUSTAIN THE RETAIL AND CONTRACTUAL capital
BUSINESS.
Ten Strategies for Employee Involvement
1. Meet regularly with employees and openly discuss the organisational
changes and why they occurred
2. Recognise that employees understand that you may not have the answers
to everything, but it’s important for them to feel the communications are
open and honest
3. Constantly communicate clear goals and vision of the new situation
4. Encourage people to discuss fears and concerns in teams
5. Open ‘suggestion boxes’ for employees to raise questions in anonymity
6. Set up weekly lunches or other informal meetings to discuss the progress
of the restructuring process
7. Whenever possible, assign roles and responsibilities in line with peoples
interests
8. Develop rituals and marker events that allow people to connect
9. Involve employees affected by the changes in making decisions about
what’s best for them
10. Discuss realistic career options with employees and ensure training is
available for any new skills that are needed
CHANGE COMPANY’S REWARD
SYSTEM
 New Reward strategy:
 An incentive program is funded by extra profit
from increased sales or cost savings.
 In essence, we are trading a portion of the
additional profit that we currently do not have.
You are giving up a piece of future earnings
that we hope to achieve.
Objectively. . .
 Company goals
 Payout rates
 Return on investment
 Budgetary constraints

Subjectively . . .
 Is the earning opportunity significant enough to
generate the desired results?
 Is the program the right length to achieve the
goals and hold participant interest?
New Reward strategy : Benefits of
Open End
bonus/incentives
1) Unknown number of potential winners
2) Anyone who “hits the goal” gets rewarded
 Increased Sales
3) Hard to budget for / maximum impact
 Increased Loyalty - Reduced

Closed End Employee Turnover

1) Known number of potential winners  Increased Safety
2) Only top “10” get rewarded  Process Improvements
3) Easy to budget for / less impact. Implemented – costs savings
 Improved Customer Service
 If our program is longer than six months,
Ratings
reward potential should represent between 6%
 Better Trained Employees
and 10% of a participant's salary.
 Employees who treat it like
 If our program is shorter, say 60 to 90 days, their own business
consider providing participants with the
opportunity to earn rewards valued between 3%
to 5% of their salary.
Employee Compensation
Reward
1)Why is reward important?
2) What should be the criteria
for reward distribution in
organizations?
Compensation
All forms of pay or rewards
going to employees and arising
from their employment.
Pay for their efforts
Return for their efforts
Has 2 parts:
Direct
Indirect
CONCLUSION:
According to present market situation, we would
suggest that any company want to enter in the market
of particular product they must have to plan of their
business strategy concept as well as marketing mix
strategy because it will help to them to identify where
to launch their product, who are the potential customer
and what promotional medias they have to use for
successful entry and gain market share as per their
target, and to retain in market for a longer period of
time with appropriate growth manner by
implementing specific/desirable business strategy.