Microsoft Corporation
Contents
Contents
1 Role of Each Member 2
2 Executive Summary 2
3 Company Background 2
4 Executive Summary 3
5 Industry Overview 3
6 Company Background and Growth 3
7 Organogram 5
8 Market and Financial Overview 6
9 Products and Services 6
10 Operations and Network 6
11 SWOT Analysis 6
12 Recommendations 7
13 Conclusion and Next Steps 7
1
Role of Each Member
• Shamim Ahmad (21701062): Acted as the project lead and primary researcher for the assignment. Responsible
for in-depth analysis and writing of core sections including the Executive Summary, Industry Overview, Com-
pany Background, Market and Financial Overview, Products and Services, Organogram, and SWOT Analysis.
Coordinated the overall structure of the report, ensured consistency in tone and style, and executed all LaTeX
formatting tasks such as layout design, inclusion of tables, figures, and custom colored boxes. Additionally,
Shamim managed the integration of feedback and preparation of the final document for submission.
• Md. Sohel Rana (21701073): Provided valuable assistance with data gathering and research, particularly fo-
cusing on network operations and customer support details. Contributed to the refinement of the SWOT analysis
and helped validate technical and financial information. Supported Shamim Ahmad in reviewing the document to
improve clarity and accuracy.
Executive Summary
Microsoft Corporation is a global technology leader known for its software products, hardware offerings, and cloud
services. Founded in 1975 by Bill Gates and Paul Allen, Microsoft revolutionized the personal computing industry
with its Windows operating system and Office productivity suite. Today, the company operates in over 190 countries
and provides services ranging from Azure cloud computing to LinkedIn, GitHub, and Xbox gaming. This report
provides a comprehensive analysis of Microsoft’s background, market presence, financial health, product portfolio,
and strategic outlook.
Company Background
Microsoft Corporation, headquartered in Redmond, Washington, was established with the vision of putting a com-
puter on every desk and in every home. Over the decades, it has evolved from a software vendor into a diverse
tech giant with major interests in cloud computing, AI, business solutions, gaming, and professional networking. Mi-
crosoft’s acquisition strategy—most notably GitHub, LinkedIn, and Activision Blizzard—has strengthened its market
position. Satya Nadella, the current CEO, has steered Microsoft into an era of innovation and growth, focusing on
cloud-first and AI-first principles.
2
Executive Summary
Executive Summary
Microsoft Corporation (GP) is Bangladesh’s largest mobile phone company, serving over 80 million customers and
holding about 46 percent of the market as of 2023. Since starting in 1997 through a partnership between Norway’s
Telenor and Bangladesh’s Grameen Telecom, GP has consistently led the market by introducing new technology
(GSM, 3G, 4G, eSIM) and running programs that help rural communities. This report uses straightforward language
to cover:
• Industry Overview: How Bangladesh’s phone market has changed and GP’s leading role.
• Company Background: GP’s history, growth steps, and technology advances.
• Products and Services: Voice plans, data plans, digital services (GPAY, Bioscope, Djuice), and social programs.
• Organization and Governance: GP’s ownership, leadership, and company structure.
• Operations and Network: Network coverage, technical performance, and customer support.
• Strengths and Weaknesses (SWOT): What GP does well, where it faces challenges, opportunities to grow, and
possible risks.
• Recommendations: Clear steps GP can take to stay ahead and improve profits.
• Conclusion and Next Steps: Summary of GP’s position and advice for the future.
Industry Overview
Bangladesh’s Telecom Market (1997–2025)
• Before 1997: Bangladesh relied on government-run landlines with very limited reach. There were almost no mobile
phones.
• After 1997: The government allowed private companies to offer mobile services. GP launched in March 1997, followed
by other providers like Banglalink (2005), Robi (2010), and Teletalk (government-owned). By 2023, more than 110
percent of people had at least one mobile phone (some had two or more SIM cards).
• Key Players (2023):
– Grameenphone: 46 percent share ( 80 million subscribers)
– Banglalink: 29 percent share ( 50 million subscribers)
– Robi: 23 percent share ( 40 million subscribers)
– Teletalk: 2 percent share ( 3 million subscribers)
Main Trends and Growth Factors
• Rise of Smartphones and Data Use: By 2020, smartphones reached over 40 percent of users. Average data use per
person rose from about 150 MB a month in 2015 to over 2 GB a month in 2023.
• Digital Payments: Bangladesh’s push for a “Digital Bangladesh” led to more people using mobile money services,
especially during and after COVID-19.
• Regulation: The Bangladesh Telecommunication Regulatory Commission (BTRC) supports faster networks by lower-
ing some fees, but it also requires companies to register all SIMs and expand service to rural areas.
Company Background and Growth
Founding and Ownership
• Start: It is founded in 1996 but GP began on March 26, 1997, a joint effort of:
– Telenor (Norway): Global telecom company.
– Grameen Telecom (Bangladesh): Non-profit that helps rural areas.
– Early Investors: Marubeni Corporation (Japan) and Gonofone Development (USA), which left by the early 2000s.
• Today’s Ownership (2025):
– Telenor: 55.8 percent
– Grameen Telecom: 34.2 percent
– Public Shares: 10 percent (listed on the Dhaka Stock Exchange).
3
Major Milestones:
Year Event Why It Matters
1997 Launched GSM voice and text (SMS) services Introduced reli-
able digital mobile
phone service in
Bangladesh.
2005 Started EDGE (slower mobile internet than 3G) Allowed basic inter-
net browsing and
simple apps.
2013 Launched 3G (faster mobile internet) Data speeds
jumped, leading to
more smartphone
use and internet
users.
2018 Launched 4G LTE (even faster) Made high-speed
internet widely
available in cities
and towns; im-
proved customer
experience.
2022 Offered eSIM support Made it easier for
tech-savvy users
to switch between
plans without
needing a physical
SIM card.
2023 Began 5G trials in Dhaka and Chattogram Prepared for fu-
ture high-speed
networks focused
on businesses and
advanced services.
4
Organogram
[Link]
Figure 1: Organizational Structure of Microsoft Corporation
• Yasir Azman – Chief Executive Officer (CEO)
Leads the company, formulates strategic vision, and ensures overall performance across all departments.
• S M Imdadul Haque – Company Secretary
Provides legal and regulatory guidance to the board and ensures compliance with corporate governance standards.
• Farha Naz Zaman – Chief Marketing Officer (CMO)
Oversees brand strategy, customer engagement, and market growth initiatives.
• Otto Magne Risbakk – Chief Financial Officer (CFO)
Manages financial planning, budgeting, and ensures fiscal discipline and transparency.
• Jai Prakash – Chief Technology Officer (CTO)
Drives innovation, digital transformation, and oversees all technical systems and infrastructure.
• Tanveer Mohammad – Chief Corporate Affairs Officer
Handles public relations, regulatory affairs, and internal communications.
• Sayeda Tahya Hossain – Chief Human Resource Officer (CHRO)
Manages talent acquisition, employee development, and organizational culture.
• Asif Naimur Rashid – Chief Business Officer (CBO)
Responsible for business development, partnerships, and enterprise client management.
• Solaiman Alam – Chief Product Officer (CPO)
Leads product strategy, innovation, and delivery of customer-centric solutions.
• Md. Arif Uddin – Chief Risk Officer (CRO)
Oversees enterprise risk management, regulatory compliance, and internal controls.
• Niranjan Srinivasan – Chief Information Officer (CIO)
Manages IT infrastructure, cybersecurity, and information systems alignment with business goals.
5
Market and Financial Overview
Subscriber Growth and Revenue
• Subscriber Numbers:
– 2010: 22 million
– 2015: 50 million
– 2020: 75 million
– 2023: 80 million
Insight: Growth slowed after 2020 because most people already had phones. Now, GP must focus on selling extra
services (data, apps, digital banking) to increase revenue.
• Average Revenue per User (ARPU):
– 2015: BDT 225 per month
– 2018: BDT 280 per month
– 2021: BDT 310 per month
– 2023: BDT 325 per month
Insight: Although ARPU has increased, competition and price sensitivity keep margins tight.
Financial Performance Highlights (2023):
• Revenue: BDT 110 billion ( USD 1.3 billion)
• Operating Profit Margin: 28 percent
• Network Investments: BDT 15 billion in new towers, 5G trials, and IT infrastructure
Products and Services
GP offers a mix of traditional and innovative services:
• Voice Plans: Prepaid and postpaid plans with various talk-time and SMS packages.
• Data Plans: Daily, weekly, and monthly internet packages for smartphones and dongles.
• GPAY: Mobile wallet for money transfers, bill payments, and merchant payments.
• Bioscope: Video streaming service for movies, TV shows, and sports.
• Djuice: Youth-focused brand with special data and entertainment bundles.
• Social Programs: Initiatives on health, education, agriculture via Grameen Telecom Foundation.
Operations and Network
• Network Coverage: 4G LTE covers nearly all urban areas and 85 percent of rural areas; 3G coverage fills gaps.
• Network Quality: Average download speeds of 20 Mbps with 99.8 percent uptime.
• Customer Support: 24/7 call centers, social media, app support, and local service centers.
• Infrastructure: Over 9,000 towers and 1,500 fiber routes nationwide.
SWOT Analysis
Strengths
• Largest subscriber base with strong brand loyalty.
• Early mover advantage with 3G, 4G, and eSIM.
• Solid financial performance and investment capacity.
• Partnership between global expertise and local social mission.
Weaknesses
• Heavy reliance on voice and traditional data revenue.
• Slower rollout of 5G compared to some competitors.
• Rural network gaps remain.
• Customer service perceived as average by some users.
Opportunities
• Expand 5G network to attract business customers.
• Grow GPAY and Bioscope for new revenue.
• Leverage AI and data analytics for personalized marketing.
• Strengthen rural connectivity for untapped markets.
6
Threats
• Intensifying competition and price wars.
• Regulatory changes impacting tariffs and SIM registration.
• Cybersecurity threats targeting network and customer data.
• Economic volatility affecting consumer spending.
Recommendations
• Accelerate 5G rollout: Invest aggressively to cover major cities and industrial areas.
• Expand digital services: Increase marketing and features for GPAY and Bioscope.
• Enhance rural coverage: Collaborate with government and Grameen Telecom Foundation.
• Leverage technology: Use AI-driven customer insights to tailor plans and offers.
• Improve customer service: Train agents, expand self-help tools, and reduce wait times.
• Cybersecurity: Strengthen defenses and educate customers.
Conclusion and Next Steps
Conclusion and Next Steps
Grameenphone remains the leading telecom company in Bangladesh by subscriber count, network quality, and
brand trust. To maintain and grow its position, GP must accelerate digital transformation focusing on 5G and new
services, improve rural reach, and stay ahead of cybersecurity risks. Implementing these steps will secure GP’s role
as a telecom innovator for years to come.
