Business_Communication

Student Name : Fahmid Ferdous Student ID : 0003MSOT0611 Topic : Communication Breakdown To : Mr. Kamal Hossain Acknowledgement I would like to express my special thanks of gratitude to my lecturer Mr. Kamal Hossain for the support and guidance he showed me throughout my report writing as well as our institution London School of Commerce which gave me the golden opportunity to do this wonderful report on the topic barriers to communication, which also helped me in doing a lot of Research and I came to know about so many new things. Secondly, I am also truly indebted and thankful to my parents and my classmates who boosted me morally and provided me great information resources in finishing this project within the limited time. I am making this project not only for marks but to also increase my knowledge. Executive Summary Warid Telecom International acquired a 15 year GSM authorization to operate as the sixth mobile phone operator in Bangladesh in December 2005 and they spent US$ 750 million. From the middle of 2006, Warid Bangladesh started working on its network and on May 10, 2007, they launched commercial operations covering 26 districts. It uses code 16 preceded by the code number of Bangladesh +880. Within 70 days of launching, Warid Bangladesh got hold of a million subscribers. On Jan 4, 2010, Warid Telecom sold 70% of its stake in Bangladesh operations to India’s Bharti Airtel for US$ 300 million receiving regulatory approval from Bangladesh Telecommunication Regulatory Commission (BTRC). From December 20, 2010, Warid Telecom was rebranded to Airtel. Table of contents Introduction 5 Analysis 6 Difference in perception 6 Language Difference 6 Sixth telecommunication operator 6 Lack of knowledge 6 Business strategies in Bangladesh 6 Lower economy of Bangladeshi people 6 Lack of interest 6 Not Proper Advertisement 6 People are not used to with the product 6 Difficulties with self-expression 7 Only 26 districts was covering their network 7 Customer care service was not that good 7 Conclusion and recommendation 8 References 9 Introduction The plan of Warid Telecom was to be professed not only as a telecommunication operator of voice services, but also as a universal provider of comprehensive communication services for both residential and business customers. They strived to supply the finest level of support and care through their highly skilled and motivated team of professionals and through maximum network coverage and connectivity. But due to some barriers to communication they cannot survive in the competitive telecommunication market of Bangladesh. They have bound to sell 70% of their shares to the Indian biggest telecommunication company Airtel. The main facts of this communication breakdown of Warid Telecom are, * Difference in perception * Lack of knowledge * Lack of interest * Difficulties with self-expression Analysis Difference in perception * Language Difference It is difficult to communicate with someone of different language. When Warid Telecom First launched their Prepaid and Postpaid packages, they named it Zemas prepaid package and Zahi as postpaid package. It is very difficult for Bangladeshi people to understand the meaning of these two words. So people were less interested to buy these packages. * Sixth telecommunication operator Warid Telecom was not the first telecommunication operator in Bangladesh. There were five more telecommunication company was already providing their services to the people. It is not that much profitable to do business with the same product in a running market. Warid Telecom did this mistake. Lack of knowledge * Business strategies in Bangladesh Business strategies vary from country to country. When Warid Telecom came to Bangladesh, they were not clear about the business strategies in Bangladesh. So they could not make profit from their business. * Lower economy of Bangladeshi people The income of general Bangladeshi people is very low. Most of the people in our country use prepaid cell phone connection. When Warid Telecom first launched their product, they cost BDT 700 for each connection. On that time, the leading telecommunication companies such as Grameenphone, Aktel and Banglalink provided BDT 150 for each connection. Though, The Warid Telecom’s had a cheap call rate, but it is difficult for the Bangladeshi people to spend BDT 700 for a connection at a time. Lack of interest * Not Proper Advertisement Warid Telecom never broadcasted attractive advertisement. So the people were never being interested on this cell phone line. * People are not used to with the product In our country, people want to be attached with their family and friends. So they do not want to change their number. As Warid Telecom was the sixth telecommunication company, they could not convince the people to buy their product. Difficulties with self-expression * Only 26 districts was covering their network Bangladesh is a country of 64 districts. Warid Telecom covered only 26 of those districts, which was very poor. * Customer care service was not that good Warid Telecom did not provide 24X7 customer care services. Also, the customer care managers were not that much well behaved. Conclusion and recommendation Due to these barriers, Warid Telecom could not make their expected profit from the telecommunication business from Bangladesh. Finally, they had to sale 70% of their shares to the Indian biggest telecommunication company Airtel. References * Stanton N., 2004, Mastering Communication, 4th Edn, Palgrave Macmillan, NY. * Hossain K., 2011, Lecture 2, Business Communication, Dhaka. * Bharti acquires Bangladesh's Warid Telecom-Business News. 2011. IBNLive. [ONLINE] Available at: [Accessed 18 August 2011]. * Bharti Airtel buys 70% in Warid Telecom of Bangladesh: Business. 2011. India Today. [ONLINE] Available at: [Accessed 18 August 2011] * Warid Telecom International Ltd.: Private Company Information. 2011. BusinessWeek. [ONLINE] Available at: [Accessed 18 August 2011] * Warid Telecom. 2011. LinkedIn. [ONLINE] Available at: [Accessed 18 August 2011] * Turning of warid into airtel and its customers’ impact. 2011. Youth Thinkers!. [ONLINE] Available at: [Accessed 18 August 2011]