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%20Ellen%202006.pdf

Tema: Rema 1000

Main purpose: how a service provider may obtain long term profitability.
Focus:
1. Business performance
Definition: business performance management is a set of management and
analytic processes that enable the management of an organisation's
performance to achieve one or more pre-selected goals.

Business performance management has three main activities:

1. selection of goals,
2. consolidation of measurement information relevant to an organisation’s
progress against these goals.
3. interventions made by managers in light of this information with a view to
improving future performance against these goals.

The balanced scorecard: (BSC) is a strategic performance management tool

- a semi-standard structured report supported by proven design methods and
automation tools that can be used by managers to keep track of the execution
of activities by staff within their control and monitor the consequences
arising from these actions.

The four "perspectives" proposed :

• Financial: encourages the identification of a few relevant high-level

financial measures. In particular, designers were encouraged to choose
measures that helped inform the answer to the question "How do we look
to shareholders?"
• Customer: encourages the identification of measures that answer the
question "How do customers see us?"
• Internal Business Processes: encourages the identification of measures
that answer the question "What must we excel at?"
 • Learning and Growth: encourages the identification of measures that
answer the question "Can we continue to improve and create value".

2. Services
Management, service and culture:
• Service is a social process, and management is the ability to direct social
processes.
• Service organizations are more sensitive to the quality of their management
than probably any other kind of organizations.
• Managers have to identify key success factors which make the particular
service system function, and design powerful ways of controlling and
maintaining these attributes in a very concrete manner.If the details do not
function, no grand design will ever succeed.
• The business culture and philosophy form important components of the
service management systems, including values, norms, ethos, “business
ethics”, etc. as guiding principles.
Serviceledelsessystemet(Service management system):

The service delivery system is equivalent to the production and distribution

systems in manufacturing organizations, but it is often very different in
characters. 3subcomponents:
• Personnel, owing to the fact that service organizations generally are
personality-intensive.
• Client, because clients must be selected and managed as carefully as
employees.
• Technology and physical support, because the impact of new technology –
particularly information technology –on services is going to be enormous.

Images and reputation

The imageis regarded as an information tool whereby management can influence
staff, clients and others whose actions and perceptions of the company are
important to market positioning and cost efficiency.

The culture and philosophy embraces the overall principles by which the social
process leading to the delivery of services and benefits to clients is controlled,
maintained and developed. In the long run, no other component is more crucial
to the efficiency of the service organization. (SM03,SM10)
The virtuous circles of the service company:

Figure :Virtuous circle in macroeconomics. (SM04)

Features of the service package:
In service packages we can distinguish between a core service and other
ancillary or peripheral services.

Different types of elements can constitute the service package.

Sasseret al. (1978) suggested that a service offering can include three types of
element, namely:
Facilitating goods(physical items such as the food in a restaurant or the
hardware in a computer service operation)
Explicit intangibles, or physical benefits
Implicit intangibles, or psychological benefits. (SM05)
0

3. Relationships
Definition: May be the most often cited definition or understanding of the
objective of RM is offered by Grönroos (1994b, p. 9), i.e. “to identify and
establish, maintain and enhance and, when necessary, terminate relationships
with customers, and other stakeholders, at a profit so that the objectives of all
parties involved are met; and this is done by mutual exchange and fulfilment of
promises”.
Six differing dimensions:
1. RM seeks to create new value for customers and then share it with these
customers.
2. RM recognizes the key role that customers have both as purchasers and in
defining the value they wish to achieve.
3. RM businesses are seen to design and align processes, communication,
technology and people in support of customer value.
4. RM represents continuous cooperative effort between buyers and sellers.
5. RM recognizes the value of customers’ purchasing lifetimes (i.e. lifetime
value).
6. RM seeks to build a chain of relationships within the organization, to create
the value customers want, and between the organization and its main
stakeholders, including suppliers, distribution channels, intermediaries and
shareholders.
Relationship models and relationship economics:
Categorising relationships:
1. Organisational relationships
2. Learning relationships
3. Motivational investments
4. Higher-level relationships. (RM03)

Relationship loyalty
• Costumer’s loyalty
Oliver (1996) asserts that customer loyalty can be related to various phases
and suggests a four-stage loyalty model:
(1) cognitive loyalty,
(2) affective loyalty,
(3) conative loyalty, and
(4) action loyalty.
• Costumer’s satisfaction: may be perceived as a summary psychological
state or a subjective summary judgment by the customer of the experiences
he/she has had of an object.
is related to the perceptual value of the total set of experiences of the customer
related to the object under consideration. (RM03)
Problems:
Satisfaction does not always result in customer retention (loyalty) and it is
equally apparent that dissatisfaction does not necessarily result in defection
(Buttle, 1997, p. 145; O’Malley, 1998, p. 48).
In addition there is not a simple linear relationship between satisfaction and
loyalty (Singh and Sirdeshmukh, 2000, p. 161)

Customer loyalty is not always based on positive attitude, and long-term

relationships do not necessarily require positive commitment from customers.
The distinction is important because it challenges the idea that customer
satisfaction (the attitude) leads to long-lasting relationships (the behaviour)
(Storbacka et al., 1994, p. 28).
Besides, “Spurious loyalty” may be caused by lack of alternatives (Dick and
Basu, 1994, p. 101).
4. Management and marketing
Literature & theory:
 Service management system
 Vicious and virtuous circles
 Features of the service package
 Images and reputation
 Service quality
 Culture and business philosophy
 Relationship models and relationship economics

The status problem of the service industries:

Those service businesses with the reputed low status tend to be those which
perform functions that:Were traditionally performed by individuals granted
lesser status when they were part of the informal economy. Everybody claims
expertise in and knowledge of (albeit not always correctly)
require employees with lesser formal education
Are considered “dirty” work or necessary evils.
In fact, no other businesses are perceived as covering such a wide range on the
status scale as the service industries. (SM 01)
4. Management and marketing
It's important for a company to have a good management team. The problem is
that evaluating management is difficult - so many aspects of the job are
intangible. All limited companies need bodies that act on behalf of the enterprise
and assume the responsibility for running the enterprise.

A strong management is the backbone of any successful company. This is not to

say that employees are not also important, but it is management that ultimately
makes the strategic decisions. Theoretically, the management of a publicly
traded company is in charge of creating value for shareholders. Management is
to have the business smarts to run a company in the interest of the owners.

Board of directors in Telenor

A board of directors is a group of people elected by the owners of a business

entity who have decision-making authority, voting authority, and specific
responsibilities which in each case is separate and distinct from the authority and
responsibilities of owners and managers of the business entity.

In Telenor, the board is responsible for the management of the Telenor Group
and the proper organisation of its operations. The board has the actual leadership
of the company, not only the business part, but also the overall operations and
conduct of the company. In addition, the board must see to that necessary plans
and budgets are worked out.

The board is required to stay informed about the financial situation of the
company, and it must see to that the operations, the accounting and the
management of the assets are properly monitored. In addition, the board is
required to monitor the company’s management and the general operations.
CEO and Group Executive Management in Telenor
The Chief Executive Officer (CEO) is in charge of the day-to-day management
of the Telenor Group. The Group Executive Management consists of heads of
key business areas and functions at Telenor. It is the manager’s duty to make
sure the company’s books are kept according to the legislation and regulations,
and that the assets are managed in a satisfactory manner.

The Manager is subordinate to the board, and the board may issue general
directions on how the manager shall handle a particular situation. At least every
three months, the manager must inform the board about the operations of the
company, the current financial situation and the results in economic terms.

Stock Price as a Reflection of Good Management

The true value of management will be reflected in the bottom line and the stock
price. This is true over the long run, but strong performance in the short run
doesn't guarantee good management. The stock price was deemed as a sure
indication of success. The market, however, behaves strangely in the short term.
Strong stock performance alone doesn't mean one can assume the management
is of high quality.

Last Time +/- % Buy Sell High Low Volume

95.90 10:21 -0.40 -0.42% 95.85 95.90 96.25 95.60 1,044,689

Chart
Orderbook

Buy Volume Buy Sell Sell Volume

2,849 95.85 95.90 1,500

Oslo Stock Exchange

Strategy and Goals of Telenor Group

A good mission statement creates goals for management, employees,
stockholders and even partners. It's a bad sign when companies lace their
mission statement with the latest buzz words and corporate jargon.

Telenor Group's ambition is to be a leading global mobile operator, while

delivering attractive returns to our shareholders. To deliver on the ambitions, the
Telenor Group’s main focus areas in 2010-2012 are to:

1. Capture growth in our three regions

• Asia: Bangladesh, Malaysia, Pakistan, Thailand and India.

• Nordic countries: Denmark, Norway, Sweden and Finland.
• Central and Eastern Europe: Hungary, Montenegro and Serbia.
• To develop the India operation especially according to the established business plan.

2. Strengthen operational performance and leverage Group scale and

competence

• Further improve the customer experience

• Focus on operational efficiency- operational excellence need to be ensured by
increased flexibility as long as the macro-economic environment and the revenue
development remain volatile.
• Further develop people, organization and HSSE quality. ((Health, Safety,
Employee Security and External Environment))
• Leverage business environment management, corporate responsibility, and a
stronger Telenor Group identity as competitive differentiators
4. Ensure capital discipline

• Deliver on the financial strategy, including the rating and dividend commitments
• Strictly prioritize investments in existing portfolio - An increasing part of Telenor’s
investments will be allocated to data services and new technologies.

“Marketing is the activity, set of institutions, and processes for creating,

communicating, delivering, and exchanging offerings that have value for
customers, clients, partners, and society at large” (American Marketing
Association, 2007).
Alternative marketing plans