Operational planning is not about a wild goose chase and is not about conjuring up a miraculous escape. Megafon is a Russian-based company that renders mobile services in all parts of Russia.
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The Author of YouTube channel [@freylinabusiness] and ASAP Business English Hunger Telegram channel:: Freylina Valeriia Latifa Frolova.
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I chose this company as it is expanding its network reach, catering even to federal highways. Megafon offers 2G, 3G, and 4G/LTE services across 85 Russian federal subjects. Megafon feasts the eyes of their numerous customers with the appropriate service tariff plans.
Its current business model includes providing shareholder returns, acquiring more subscribers, and keeping customers on top of their existing “food chain”, meaning the company never rests on its laurels and is always at the edge of tech innovations.
Who Is Responsible for Operational Planning
Low-level managers form a solid cluster of the operational planning teams, the genesis of which starts at the CEO strategic-level planning in a top-down system where all rules are sent from the top management to the bottom, allowing them to ferret out the entire system.
Major Objectives
Megafon expands its reach to highways, ensuring a seamless connection while travelling. Planning to build a strong infrastructure network for customers requires handling a variety of suppliers to build stations on major Russian highways, e.g. M-4, M-12, to meet video and text traffic demand while on the go, which is an excellent track record.
Operational planning packs powers to execute proper station building and maintenance, addressing contingencies along the way.
Timing is Megafon’s strong suit with more and more customers switching to their services from other providers as I have. Planning for appropriate highway stations handling resembles a leapfrog in intelligent transport systems in place and traffic control systems, which look beyond their walls.
Megafon expands its services to the corporate level — it might seem that the company is pulled in both directions, moving the goalposts to other types of clients, potentially attracting new revenue streams.
Service Quality and Customer Retention
Operational planning hews to the market demand for excellent mobile services in the fierce competition among cut-throat oligopolies like Beeline or Tele2. To not get lost in a shuffle, Megafon has to make operational planning viable, i.e. putting themselves into the shoes of customers would slip into a bigger understanding of customer needs.
Operational planning should involve customer preferences analysis while continuous quality monitoring enables for better-suited mobile plans. The personnel should incorporate a science of determining what went wrong during a customer service call and instruct staff on deploying new scripts if needed.
Financial Planning and Investment Management
Operational planning should also follow through on financial aspects of cost management while remaining profitable. In 2024, the company undertook a scaling of its networks while restraining other capital expenditures.
As part of an operational planning, it is imperative to launch and promote other digital services, like Megafon TV and smart home services, among the many. Megafon has to touch base with customers through personalized tariffs and customized loyalty programs to boost engagement and attract high-end customer segments. To maintain a smooth-sailing experience, Megafon aims at omnichannel customer support, espousing chatbots and other app features.
Digital Transformation
Megafon is transitioning from a traditional mobile operator to other digital platforms, e.g. cybersecurity services and big data analytics. Basic Internet connection is not sufficient for this company as it manifests itself as a vast telecommunication infrastructure that synthesizes information in real time with a wide array of applications. Russian mobile market penetration is unimaginably high around 170%, which prompts Megafon to make an emphasis on quality service rather than on customer acquisition.
How Megafon’s Operational Planning Differs
Compared to strategic planning, when the stewardship of change is handled by the CEO-like managers at the top, developing a SWOT analysis, for example, operational planning is more local, empowering low-level staff to approach day-to-day tasks independently of senior burden.
Operational planning does not account for setting up mission and vision statements for the whole company, yet it “cannibalizes” the strategic output and morphs into their daily interactions with customers, suppliers, and other stakeholders. If the strategic planning is perceived as an eclipsed management, formulated in long and witty words, operational planning is succinct and explains the strategic tenets, breaking them down in a manageable and comprehensive fashion.
In a nutshell, planning is not a universal constant; it is a snapshot of key decisions the management incurs, which I find particularly impactful.
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