Productivity and Brand Influence- COM3301

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TELECOM M UNICATION COM PANY ORANGE M AROC PUBLIC RELATIONS
CAM PGAIN PROJECT: THE REPORT
Submitted in the partial fulfilme nt of Course Cord: “Public Relationships Commissio n” offered
by Prof
2022
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Te am M e mbe rs Photos with Short Profe ssional Bios and Contact Information
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Executive Summary
Our team thoroughly investigated Orange Moroc’s interna l and external issues in order to develo p
a marketing plan that would allow the firm to overcome its PR hole and get closer to its long -te rm
authority objectives. The report that goes with it digs into the specifics of each phase of the missio n
preparation process, as well as the missio n’s show connectio n.
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Table of Contents
Exec utive S ummary ………………………….. ………………………….. ………………………….. …………………… 3
Introd uc tio n ………………………….. ………………………….. ………………………….. ………………………….. ….. 5
Situatio na l Ana lysis ………………………….. ………………………….. ………………………….. …………………… 5
Exte rna l Enviro nme nt Ana lysis ………………………….. ………………………….. ………………………….. .. 5
Economic ………………………….. ………………………….. ………………………….. ………………………….. ….. 8
Scio -cultura l ………………………….. ………………………….. ………………………….. ………………………….. 9
Env ironmental and technological ………………………….. ………………………….. ……………………….. 11
Interna l Enviro nme nt Ana lysis ………………………….. ………………………….. ………………………….. ….. 13
Products and serv ice ………………………….. ………………………….. ………………………….. …………….. 13
Citizens hip ………………………….. ………………………….. ………………………….. ………………………….. . 14
Work place env ironment ………………………….. ………………………….. ………………………….. …………. 15
Leadership ………………………….. ………………………….. ………………………….. ………………………….. . 15
Performance ………………………….. ………………………….. ………………………….. ………………………… 16
Innov ation ………………………….. ………………………….. ………………………….. ………………………….. .. 16
Gov ernance ………………………….. ………………………….. ………………………….. …………………………. 17
Swot Ana lysis ………………………….. ………………………….. ………………………….. …………………………. 17
Pub lic Re la tio nship Typo lo gy ………………………….. ………………………….. ………………………….. ……. 18
Aud ie nce Ide ntific atio n ………………………….. ………………………….. ………………………….. …………….. 18
Previo us P R Ca mpa igns ………………………….. ………………………….. ………………………….. ……………. 19
Strate gy a nd Tac tic s ………………………….. ………………………….. ………………………….. …………………. 21
The b ig Idea ………………………….. ………………………….. ………………………….. ………………………….. .. 22
Time line ………………………….. ………………………….. ………………………….. ………………………….. …….. 23
Reso urc es to be used ………………………….. ………………………….. ………………………….. ………………… 23
Limitatio ns ………………………….. ………………………….. ………………………….. ………………………….. …. 24
Conc lusio n ………………………….. ………………………….. ………………………….. ………………………….. …. 24
Re fe re nces ………………………….. ………………………….. ………………………….. ………………………….. ….. 24
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Introduction
Orange Maroc is a low -cost airline with a diversified portfolio and unriva led customer service. In
a continuo usly changing business environme nt, executives demand more than a specialty co -op;
they require a partner capable of offering excellent service while being at the forefront of
development. Orange Morocco is now essential to the ENGAGE 2025 Group’s strategy. As a
specialized co -op with worldwide transportatio n dem ands, you want a global full -service partne r
that knows your end -client market’s stakes and can modify their solutio ns as your needs evolve .
The organiza tio n’s long history and strategy to build ing long -dista nce partnerships has gained the
trust of major a irline s and specialized cooperatives worldwide. Many key industry players have
placed their trust in their abilities to assure important areas of strength by offering an exceptio na l
client experience. Orange Maroc is a low -cost shop with a varied product a ssortment and a solid
reputation for customer care.
Situational Analysis
External Environment Analysis
1. Political
Over the past two decades, a significa nt global effort has been made to establish organizatio na l
frameworks that would enable nations to deal with informa tio n -based social regimes. Morocco has
been seeking for a solution like this. Morocco has tried to standardize processes in recent years in
order to guarantee that the nation is strategically positioned to benefit from new ideas and
dispersion while avoiding negative repercussions.
Following the 1997 election, the communist -le d governme nt committed to promote econo mic
growth and global data economy integratio n. As a consequence of rising interest in med ia
communicatio ns administratio ns and the f ast development of new ICTs, the Moroccan governme nt
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is under great strain. The Moroccan governme nt initia ted a program of broadcast communica t io ns
legal arrangement changes as part of its institutio na l and legal system strengthe ning. On August 7,
1997, th e Moroccan Parliame nt passed the Post Office and Telecommunic atio ns Act. (ITU). The
Post and Communica tio ns Law has revolutio nized Morocco’s legal structure (Law 24 -96). The
National Telecommunica tio ns Regulatory Agency (NTRA) was established in March 1998 as a
result of the new Telecommunica tio ns Act. The primary purpose of an autonomous agency is to
create rules and encourage transparency in complicated systems. As a consequence, the princ ip a l
goal of the NTRA has been to bring tournaments into the commer cia l area. In order to establish a
long -term broadcast communic atio ns market strategy, the corporation concentrated on regula to ry
understand ing.
The Moroccan governme nt contributed to the cycle by establishing the Secretary of State for Post
Informatio n a nd Communicatio n Technologies (SSPICT) in the Prime Ministe r’s Office in 1997.
By creating the NTRA and the SSPICT, the governme nt, for example, indicated its readiness to
allow competitio n and new administra tio ns to flourish in broadcast communica tio ns. A s a
consequence of legisla tive challe nges and administra tive actions, the administra tio n -co ntro l le d
media communicatio ns infrastructure has given way to increased competitio n. Regulatio n 24 -96
renamed the broadcast communica tio ns divisio n “Itissa la t Al -Mag hreb ” (IAM). IAM is concerne d
with Moroccan public policy. The new regulatio n required the completio n of infrastruc t ure
constraints in order to allow for competitio n, lower price, and more public use.
Furthermore, the governme nt has negotiated agreements t o safeguard the rights of clients and
consumers of broadcast communic atio ns. Law 24 -96, aimed at avoiding monopoliza tio n, permits
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new competitors to join the market and works in the best interests of consumers. Private broadcast
communicatio ns businesses a re now competing with the system’s stated effort. Fast forward to
present, when almost all broadcast communica tio ns technolo gies in Morocco are open to pub lic
and internatio na l competitio n.
Morocco opened its broadcast communicatio ns industry to competitio n in order to comply with
WTO and World Bank accords. As competitio n increased, new administratio ns emerged tha t
benefitted both small and big firms. IAM has been forced to focus on its own support in order to
preserve its “market leader” position.
The dri ve for market development and independence has been accompanied by a rise in specula tive
growth. The Moroccan governme nt has made major investme nts in ICTs, includ ing subsidiz in g
the expansion of media communic atio ns infrastructure, in order to make Morocc o a broadcast
communicatio ns powerhouse. The governme nt has spent over a billio n dollars to rebuild and build
contemporary media communicatio ns networks. This comes to around $11.90 per person. Betwe e n
1995 and 2000, Morocco’s media communicatio ns speculat io n amounted for 3% of GDP.
Several major firms are currently doing business in Morocco as a result of the increa sin g
privatizatio n. When Morocco’s Law 24 -97 made it possible for private companies to intera c t
directly with global broadcast communicatio ns b ehemoths, Microsoft, Nokia, and Siemens set up
business.
In the late 1990s and early 2000s, the broadcast communicatio ns business provided the highe st
competitive ness and the best indicator of FDI (FDI). With the privatiza tio n of IAM in 1998, the
likelihoo d of more obvious unantic ipated action in broadcast media has increased. In 1999, the
media communicatio ns industry accounted for about 15% of all unknown guesses. The
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unconventio na l media communica tio ns sector was valued at about $2.7 billio n in 2000. Viv e nd i
Universa l, a French corporation, purchased 35% of the value.
Economic
Morocco has one of the most developed markets in Africa. According to the Agence Nationale de
Régleme nta tio n des Télécommunica tio ns (ANRT), portable penetration will reach 137 percent by
the end of 2020. The increased use of mobile phones has resulted in more flexib le data and voic e
traffic. The privatizatio n cycle began in the mid -twentieth century with the expansion of the med ia
and communic atio ns industrie s, and it is expected to reach 78 percent by 2020. While the
incumbe nt’s fixed -line dominance is secure, the portable market is shifting as new performe rs
appear. IAM was roundly condemned througho ut the investiga tio n for abusing i ts strong positio n
in the fixed -line sector. The bulk of online organiza tio ns are managed by the former state -owne d
flexib le administrato r Etisalat al -Maghrib (IAM) and two commercia l administrato rs. Because of
new long -dista nce advancement (LTE) permissio ns, the three portable business administra to rs
have been permitted to use portable data services since 2015. With these additiona l LTE license s,
65 percent of the population will have LTE service by 2020. As part of the Maroc Digita l 2020
plan, a vast netw ork of mobile broadband is also planned, allowing both urban and rural inhabita nts
to access the mobile market.
Industry power in the portable broadcast communica tio ns market must be assessed by
administrative specialists. Market power is defined as a firm ‘s ability to increase costs over a
critical level, resulting in widespread abuse of a dominating position. There are various indire c t
methods for determining market power. The pie slice is often seen as a market power intermed ia r y.
Furthermore, industry c lassificatio ns are used to create focus lists that indicate market intens it y.
The Lerner file is a seldom used alternative due to a lack of informa tio n. A somewhat inela st ic
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interest rate demonstrates the advantage that businesses need to raise their costs without lo sing
customers. As with the Lerner file, the lack of cost and quantity data makes assessing intere st
diffic ult. In this article, we examine how useful the Moroccan mobile market’s development cycle
is for a serious market. We analyze whether the small number of competitors explains mob ile
specialized co -ops’ market dominance, or if firms may engage in anticompe titive tactics such as
intentio na l parallelism or tacit agreement.
During the latter decade of the twenty -first century, academic attentio n has been drawn to the fast
growth of portable broadcast communicatio ns. Several studies examine competitio n, strategy,
enterprises, customers, and other market -related perspectives. Valaskov investiga te d the Slova k
portable market using focus files, Lore nz curves, Gini coeffic ie nts, and company revenue data.
There is a lot of thinking going on in the market, which might be a source of market power. Thi
and Phu Hung (2017) analyze the attention and seriousness of the Vietnamese flexib le marke t
using the He rfinda hl -Hirsc hma n record and interest flexib ility. While the statistics imply a
cautious market, request flexib ility is high in compared to other countries. To focus on the Austria n
market, Deventer splits it into segments. Prepaid customers might be more enticing and adaptive
than postpaid customers. They also consider how flexib le a company’s clear interests are. In Afric a ,
there is a paucity of research on the new developme nt of the portable market that employs slic e s
of the pie.
Scio -cultural
The Min istry of Post and Telecommunic atio ns distributed cell phones in Rabat and other majo r
cities in 1989 [3], with an estimated 700 allies. In the late 1990s, the IAM altered its empha sis
from providing fundame nta l telephone administra tio ns to valuing addition a l services, for examp le ,
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media blending of voice, message, data, plans, and pictures. Although the aid was initia lly sma ll,
additiona l research indicated that Morocco has seen one of the most predicted growth periods in
terms of mobile phone use (NTRA, 20 02; ITU, 2002). Mobile phone friends climbed from 42,924
in 1997 to 3.05 millio n in 2000, and to 3.3 millio n by the end of January 2001. The NTRA (2002)
Cell phone call thickness grew by 3,820 percent from 0.4 percent in 1998 to 16 percent in 2001.
The NTR A (2002) This informatio n passed all open and private area checks at the time of GSM
approval.
The previous high milesto ne was reached in August 2000, when the total number of mobile phone
supporters exceeded 4,000,000. Morocco was expected to have more th an 6,000,000 mobile phone
subscribers in 2002, with an entry rate of 18 percent, higher than the worldwide average of 15
percent. NTRA (2002) Currently, more than 85% of the population contacts a mobile phone
company (ICT, 2002). A lot of previously inacce ssib le areas may now be reached through the
remote associatio n.
Morocco’s mobile market has grown by 242 percent in the last four years, making it one of the
fastest growing in Africa, the Arab world, and the global “world.” “The Moroccan experience has
be come a model for other legisla tors to emulate, ” says Ibrahim Kadi, executive director of the
Internatio na l Telecommunicatio ns Union’s Arab local office.
In recent years, the fast growth of informa l encounters has inspired the creation of new modes of
commu nicatio n and platforms, such as Twitter and Facebook. They are two of the most well –
known social groupings in Morocco. This way of deconstructing these times may aid in
understand ing contemporary Moroccan culture. Regardless, there will be challenges. Moro ccans
speak Standard Arabic, Moroccan Arabic (Darija), Moroccan Amazigh (Tamazight), French, and
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English, among others. Second, Moroccans use a wide range of abbreviatio ns, URLs, #hashta gs,
and spelling mistakes, as well as differe nt grammatica l patterns.
Environmental and technological
Morocco’s changing market is one of the most developed in the region, with an annual growth rate
of 137.5 percent. Maroc Telecom, Orange, and Inwi are the three mobile specialist cooperative s
that offer fixed -line and fixed -dista nce services. Because of the extensive reach of the LTE setup,
they have constructed adaptable data organizatio ns. Cell phone use, which accounts for more tha n
80% of all wi reless traffic, is aiding in the promotion of adaptable data traffic.
The great majority of Internet associations are served by the three largest network access providers.
The National Internet Plan until 2022 and the Maroc Digita l 2020 framework both enco urage the
general extensio n of broadband openness, while the issue of LTE licenses in 2015 includ e d
conditions that administrato rs cover around 65 percent of the populatio n by 2020. The huge
network of mobile broadband connections will soon encompass the g reat majority of portable
broadband connections.
Morocco is fostering new direct interest in the field of transmissio n correspondences, particula r ly
as it seeks to accelerate whole -of-society mechanizatio n, advance new technologies, and cultiva te
broadcast interchange s organiza tio ns in order to establish itself as a key focus in the field of
cutting -ed ge developments on the African continent. Each of the three telecom operators has
completed 5G pilot testing and is ready to establish their own 5G networks i n Morocco. Before
launching Morocco’s 5G network, the Moroccan governme nt conducted a thorough assessment to
better understand worldwide health and execution criteria and standards. Morocco’s Natio na l
Telecommunica tio ns Regulatory Agency (ANRT) plans to co mplete its 5G infrastructure by 2023,
and telecom executives are actively negotiating equipment contracts in preparation for tha t
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transaction. A few significa nt development groups have shown interest in Morocco’s growing 5G
situatio n.
With a 137.5 percent admittance rate, Morocco’s upgraded market is one of the most establishe d
in the region. Maroc Telecom, Orange, and Inwi are the three mobile specialist cooperatives tha t
offer fixed -line and fixed -dista nce services. Because of the enormous reach of the LT E network ,
they have established tiny data companies. Cell phone usage, which accounts for more than 80%
of all wireless use, is contributing to the improve me nt of the flexib le data stream.
The three adaptable directors serve the great majority of online c ompanies as key web
access providers. Both the National Internet Plan, which runs through 2022, and the Maroc Digita l
2020 project contribute to the overall increase of broadband connectivity. Soon, a varied varie ty
of convenie nt broadband infrastructure w ill be coordinating the force of tiny broadband
companies.
Morocco is fostering new direct interest in the field of media exchanges, particularly as it
attempts to accelerate its entire -society modernizatio n, advance new advancements, and cultiva te
broadca st correspondences organizatio ns in order to establish itself as a critical focus in the fie ld
of cutting -ed ge developments on the African contine nt. Each of Morocco’s three telecom operators
has completed 5G pilot testing and is now ready to put out their own 5G networks. The Morocca n
governme nt is conducting general testing to better understand worldwide security and executio n
standards and princip le s before to establishing Morocco’s 5G association. Morocco’s Natio na l
Telecommunica tio ns Regulatory Agency (ANRT) plans to provide 5G services in 2023, and
telecom executives are already negotiating hardware contracts in preparation. Morocco’s gro wing
5G environme nt has aroused the interest of many major development organiza tio ns.
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Internal Environment Analysis
Products and service
Maroc Telecom is an Internet service provider as well as a fixed and mobile med ia
communicatio ns administra tor. Communica tio n administratio ns; interconnectio n administra t io ns
with public and global administrators; informatio n transmis sio n administra tio ns for expert clie nts
and Internet specialist organizatio ns, as well as other telecom administra tors; Interne t
administratio ns (which incorporate Internet access advantages and related administratio ns, for
example, facilitating); and TV b y Maroc Telecom are the main fixed -line media communica t io ns
administratio ns provided by Maroc Telec.
Maroc Telecom released a new unlimited fixed communicatio n service named “Fake” in
September 2006 to promote client loyalty and attract new subscribers, l etting clients to make
unlimited local and long -dista nce calls to Maroc Telecom fixed -line lines .
Maroc Telecom provides business clients with X25, outline transfer, computerized and simple rent
lines, and IP VPN connections. Maroc Telecom has a large imme d iate and irregular appropria tio n
network, which includes over 45,000 retail locations, all of which rely on transporta tio n
arrangeme nts negotiated with neighborhood affilia tes or public businesses.
Maroc Telecom has a completely computerized network and a fiber optic interurban transmiss io n
backbone that allows for rapid data transfer. To address Internet client concerns, worldwid e
Internet data transmissio n has increased significa ntly, rising from 12.1 Gbits/s at the end of 2006
to 25.1 Gbits/s at the end of 2008. Due to the increased need for global transmissio n speed for
seaward exercises and Internet broadband in Morocco, Maroc Telecom established the Atla s
Offshore undersea connection network between Asilah and Marseille in July 2007, with a capacity
of 40 Gbits/s and the option to expand to 320 Gbits/s.
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Maroc Telecom has prioritized demographic and regiona l inclusio n in mobile communicatio n. By
the end of 2008, Maroc Telecom has over 5,400 2G sites (up from 5,000 in 2007) and north of
1,100 3G stations (up from 400 in 2007), covering over 97 percent of the Moroccan populatio n.
As of December 31, 2008, Maroc Telecom has signed into 466 roaming agreements with
authoritie s in 214 countries for its post -paid clients. Prepaid consumers may also access 89
adm inistrators in 54 countries, MMS and GPRS through 116 administra tors in 75 countries, and
3G services via 12 administra tors in 11 countries.
Citizenship
The Government and Maroc Telecom inked a fourth speculatio n agreement for 10 billio n dirha ms
for the 20 13 -2015 term at a meeting convened by Mr. Abdelila h Benkirane m, Head of
Governme nt. The deal was signed by Mr. Nizar Baraka, Minister of Economy and Finance, Mr.
Abdelkader Amara, Ministe r of Trade and New Advancements, and Mr. Abdeslam Ahizo u ne ,
CEO of Mar oc Telecom.
This fourth venture initia tive intends to “replace all flexib le equipment with superior innova t io n
for fast Internet,” producing 500 very long -term open positions. Following the marking servic e ,
the CEO of MarocTelecom said that it also involve s the expansion of optical fiber to consume rs,
allowing for a result of more than 100 megabits per second. “It is a thorough and radical restoratio n
of existing developments, resulting in a bigger number of clients, a higher limit, and speedier web
to supp ort telecom firms and new computerized innovatio ns, ” he said. According to Mr. Amara ,
Maroc Telecom is “currently undertaking investme nts to build its future and confront the tsuna mi
of traffic and increased competitio n. ”
“The call duration is changing rig ht now. We increased from 10 billio n minutes in 2010 to $ 23
billio n in 2011 and more over $ 30 billio n in 2012, indicating unquestio nab ly high use “He
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mentioned this in the end. According to Mr. Amara, the governme nt seeks to reinforce the
fundame nta l fra mework of broadcast communicatio ns and foster various administra t io ns
connected to e -governme nt, which is an important nationa l priority.
Mr. Benkirane asked the media transmissio n group to demonstrate confidence and signific a nt
commitme nt in the public economy, underlining the organiza tio n’s role in assisting speculatio n.
He also said that with this arrangement, the governme nt hopes to support the elect ronic telec o m
organiza tio n and meet the expanding demands of residents while adhering to global standards.
Workplace environment
Her Royal Highne ss Princess Lalla Salma presided at a ceremony in the Maroc Tele c o m
auditorium on May 30, 2014, to award the ” NonPSmoking Company” Label, managed by the La lla
Salma Foundation for Cancer Preventio n and Treatment. Her Royal Highne ss Princess Lalla Salma
gave a plaque honoring workplace smoking.
Maroc Telecom was awarded the CSR Label by the Moroccan General Confede ration of
Businesses in February 2014. This accreditation recognizes a company’s efforts to protect and
advance the industry’s recognized standards of corporate social responsibility and sustaina b le
development. It was awarded after a comparison of Maroc T elecom’s aims with the CGEM’s CSR
Charter. The Charter conforms with Moroccan statutory requireme nts and follows the treatie s,
agreements, and recommendatio ns of internatio na l organiza tio ns, as well as the ISO 26000
standards.
Leadership
Corporate administ ratio n has grown in popularity and has become one of the most importa nt
conditions for public commercia l organiza tio ns. As a result, e& pioneered in embracing successful
administratio n models and measures and is now running its various activities with an i ntegra te d
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set of approaches and systems that plan to achieve simplic ity and ease and accelerate the
completio n of its tasks while keeping up with the rapidly developing improve me nts in the
broadcast communicatio ns industry.
In developing its arrangements a nd systems, the Company took into account UAE regulatio ns,
particularly the Resolutio n of Securities and Commodities Authority Chairman No. (3/Chairma n)
of 2020 concerning Approval of Joint Stock Companies Governance Guide, as well as best glo b a l
administr atio n practices that are compatible with the said SCA goal.
With the exception of those reserved for the General Assembly by law or the Etisalat Articles of
Associatio n, the Board of Directors (“the Board”) holds all of the authority required to conduc t
Etisalat business.
Performance
Morocco’s main telecoms company has seen its subscriber base drop as a result of a series of
administrative measures that started around 2020. Nonetheless, the changing environme nt is
opening up new opportunities for Inwi and Orange, with both firms gaining in every circumsta nc e .
Abdeslam Ahizoune has been the CEO of Maroc Telecom Group from about 2001, and in February
2021, his stay as executive of the administratio n board was extended until 1 March 2023. Despite
this, the inherita nce administrator has slowed down in recent lengthy periods of his tenure. Inwi
and Orange, long seen as rivals hampered by Maroc Telecom’s dominant position, seem to be
gaining ground in Morocco.
Innovation
Since its founding, Maroc Telecom has been committed to offering services that go beyond
communicatio n manageme nt. With over 19 millio n faithful clients, its diversified deal “Jawal” is
the most well -known Moroccan people group. The Group’s goods meet the differe nt demands of
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the numerous communities it serves. It takes use of perceived development ability to construc t
arrangeme nts that expand access to communica tio n and the Internet, as well as a diverse range of
media and sophisticated content: Internet of Things services, real -time music offers, and on –
demand recordings.
Governance
The Board of Directors consists o f eleven people. The Governme nt Shareholder (Emira te s
Investme nt Right “EIA”) has the authority to choose 7 Board Members in proportion to its intere st
in the Company, with the other 4 Board seats filled by individ ua ls nominated at the Genera l
Assembly by differe nt financ ia l sponsors.
The authorita tive structure of the Board of Directors is flexib le and well -oiled, which aids in the
execution of its responsibilities. Three Board Committee s support this concept: the Aud it
Committee, the Nominatio ns and Remuneratio ns Committee, and the Investment and Financ e
Committee. Each Committee plays an important role in aiding the Board in carrying out its dutie s
and obligatio ns as the CEO of the Company.
Swot Analysis
Stre ngths We akne ss
1. Plenty of physical resources for both
permanent and flexib le organiza tio ns, with a
focus on quality.
1. No presence in the rapidly increasing Asia n
market.
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2. Internatio na l exposure
3. A huge cliente le
2. There is a considerable reliance on Frenc h
corporate sectors.
Opportu nitie s Thre ats
1. Recognizing and seizing Asian busine ss
areas
2. Geographic expansion in Africa
3. To give support that is consistent with
present assistance and lifestyle.
4. Orange Bank will make mobile bank ing
availab le.
5. Increased participatio n requireme nts
1. Safety and security
2. Strenuous rivalry in both home and fore ign
markets
Public Relationship Typology
You’ll need an excelle nt working relationship with the media to get important messages out to your
target audience. Clients may be prop elled into the spotlight by making offic ia l announce me nts and
pitching intervie ws to news outlets, allowing these organizatio ns to reach their ideal, most
influe ntia l audiences. Writers want a consistent supply of informa tio n to fill their pages and plane s ,
so writing convinc ing reports for the media, particularly organiza tio ns wanting med ia
transparency, is a win -win scenario for all sides.
Audience Identification
You must identify your target audience whether you are distributing items or providing advice .
Every marketing effort should include at least one major interest group. Overall, you’ll have a hard
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time selling your offer if you can’t figure out who is the best fit for it. A key interest group help s
you to concentrate your marketing efforts and less en the likelihood of them failing.
An interest group is a segment of the consumer base on which you should focus your marke tin g
efforts in order to increase sales of a certain product or service. It should target clients who are
most likely to purchase tha t particular product or service.
These clients are defined by their socioeconomic background, interests, and buying history. These
might include, among other things, their location, age, business, level of education, and yea rly
income.
Organizatio ns may re fer to their buyer personas or ideal clients as “interest groups.” Unlike the
interest group, however, an ideal customer profile or interest group profile is far more defined. It
comprises informatio n obtained about your interest group, as well as informat io n such as
ï‚· Individ ua l features and data .
ï‚· Interests and lifestyle .
ï‚· What kind of online and print periodicals they read, and how much time they spend online .
Previous PR Campaigns
Previously they only relied on mainstrea m media platform as their main places of advertising the ir
product with very little done on the social media however Méditel is one of Morocco’s most majo r
broadcast communic atio ns managers, having been formed in 1999 and receiving the orange awar d
in 2016. Orange Morocco, which has 14.2 millio n members as of September 2016, has made digita l
a fundame nta l aspect of its strategy as its consumers’ usage and behavior develop.
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Since the introductio n of 4G in 2015 and the growth of the multi -scree n worl d in which consume rs
live, YouTube view time in Morocco has climbed by more than half year on year1, compellin g
advertisers to reconsider their video approach.
As a mainte na nce program, Orange has been delivering a weekly promotion on Fridays for its
custo mers to enjoy free minutes, calls, or informatio n at the end of the week. The marketing tea m
needed to design a unique and effective method for raising market awareness on a particula r day
of the week in order to advertise their weekly deal to their follow ers.
The Google team proposed YouTube Masthead as a brillia nt solution for their weekly campa ign.
It was described as a weekly digita l distributio n paradigm in which Orange had just 24 hours to
sell its services on the YouTube landing page.
“After dissecti ng the main Masthead in terms of productivity and Brand influe nce in 2015, the
advertising and correspondence groups decided to build a weekly touchpoint with our clie nts
through a weekly masthead system for them to return each Friday and really look at ou r new
advancement, ” Sakina el Fares, Communicatio n and Media Director, explained. “This strate gy
helped us boost customer loyalty to our brand,” she stated. Year on year, we’ve observed a 150
percent growth in channel subscribers, as well as an increase in recorded content offers and
utilizatio n of “0 percent year on year.”
“Since early 2016, when YouTube video consumptio n on mobile surpassed work area
consumptio n2, we’ve witnessed the Masthead drive the rise of our video views by 4x to 6x on any
given day, ” stated Omar Khayati, Digita l Media Group.
“We must admit that being availab le each Friday on YouTube landing page with a new proposa l
to our clients was quite diffic ult for us at first, ” Sakina el Fares Communicatio n and Media said.
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“But thanks to the Go ogle team who have been consistent in providing inventive thoughts,
organiza tio ns, and specialized help, we figured out how to work on our advanced abilitie s and we
changed our interna l work process to be availab le on time consistently with our new message .”
In a chaotic environme nt, businesses are often put to the test in order to promote their goods and
reach their target audience at scale. They actually employ a wide range of diffic ult -to-mea s ure
communicatio n channels to reach their business goals. Larg e brands should prioritize the YouTub e
Homepage arrangeme nt in their correspondence systems as organiza tio ns transitio n to more
powerful correspondence arrangements because it has proven to be a financ ia lly via b le
arrangeme nt, considering 1the massive Reac h it conveys in a specific space and the Brand
commitme nt it influe nce s, includ ing recording perspectives and channel memberships.
Strategy and Tactics
Many experts say that the most successful marketing technique accessible to contemporary firms
is online entertainme nt. “Social networking helps advertising perform a more diversified and
exciting functio n by aiding with relationship building, recognizing risks, and recruitin g
powerhouses,” according to Inc.com analysts. Businesses may now utilize online ent ertain me nt
platforms like Facebook and Twitter to swiftly develop and publish offic ia l corporate informa t io n
without the need for lengthy public releases, making the whole interactio n much faster and more
practical.
Many consumers currently utilize virtua l entertainme nt to monitor how a corporation reacts to
unwanted news, such as a bad customer experience or negative product feedback. Companies ma y
utilize web -based entertainme nt platforms to broadcast carefully designed content that mainta ins
their brand image while mitigating the potentially negative consequences of negative news.
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Internet entertainme nt should be used by all companies to engage with their clients and check
overall assessment.
Capabilities may be a great method to work on advertising by pr oviding representatives with the
skills needed to understand and imple me nt good marketing tactics. Sending your personnel on a
protest manage me nt training course, for example, means they’ll be more prepared to handle and
address consumer issues. Client ser vice should be a crucial component of any marketing plan,
therefore focus on strategies to increase your staff’ manage me nt abilities.
Capabilities may also aid in the enhanceme nt of your company’s credentials and brand ima ge .
Schools, for example, may requ ire instructors to complete a specialized curriculum certifica t io n
that provides them with the professiona l skills and knowledge required to educate kids with
disabilities or other learning issues. This license may assist schools in improving their pub lic
image, appealing to their target audience, and increasing enrolme nt in both public and tuitio n –
based universities.
The big Idea
As previously said, clients and connectio ns are vital to your company’s success and play a
significa nt part in marketing. You should also bear in mind that negative criticism spreads swiftly
in today’s world, especially via online entertainme nt platforms. This might be disastrous for your
company’s image and income.
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Buyers, on the other hand, are always drawn to businesses with a reputation for offe rin g
exceptiona l customer service. As a consequence, it’s vital to concentrate on ways to enhance the
client experience and resolve any complaints as effic ie ntly as possible.
ï‚· Have someone on staff or in a group who is solely responsible for monitoring web -based
entertainme nt accounts or other client input accounts. As a consequence, any custome r
problems or inquiries will be addressed as soon as possible.
ï‚· Require customers to offer feedback and audits. This will convey to othe r possible clie nts
your degree of manage me nt.
ï‚· Use bots or other programs to give customers with 24/7 help for any inquiries or querie s
they may have about your goods or services.
ï‚· Provide continua l training to your personnel on several facets of customer se rvice, such as
grumbling goal and effic ie nt communica tio n.
Timeline
Each of the five actives that we will partake should take one month eac h.
Resources to be used
Each activity will require the use of differe nt resources
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Limitations
Morocco being an Arabic speaking co untry our team had challe nges since Arabic is not our first
langua ge
Conclusion
All organizatio ns interact with the general public in some way, and successful organizatio ns
recognize the need for good advertising. A great advertising str ategy may expand brand
recognitio n, improve your organizatio n’s image, forge more solid relationships, and increase
sales and benefits. These are critical if you want to build a solid firm and achieve significa nt
income growth. Fortunately, there are vario us simple methods for developing strong public
relationships – use some of the above suggestio ns to advance your advertising tactics now.
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