Swot Final Opp Po

Saint Theresa College of Tandag, Inc.
Senior High Department
Tandag City, Surigao del Sur

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PART I
TEN CRITICAL DECISIONS IN OPERATIONS MANAGEMENT
OF OPPO ELECTRONICS CORPORATION
Design of the Products and Services
OPPO is a global electronics and technology service
provider that delivers the latest and most exquisite mobile
electronic devices in over 20 countries, including the United
States, China, Australia and many countries throughout Europe,
Southeast Asia, South Asia, the Middle East and Africa. OPPO is
dedicated to delivering customers with the most extraordinary
mobile experience through meticulous designs and smart
technology.
OPPO’s global branding While most Chinese brands are focusing on
low-cost smartphones to grab market share, Oppo is following the
opposite path. That is the high-end smartphone market. “Chinese
manufacturers focus on cutting costs to win over market but not
Oppo, We don’t go after market share but instead produce
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attractive phones that brings profit to the company and value to
the consumers. Oppo has an advantage compared to competitors as
we focus on mid- to high-end models,” Henry Tang, sales manager
for Gulf region, told Gulf News. Oppo is one of the few Chinese
companies that have been able to grow outside the country’s
border. It is present in China, India, Indonesia, Singapore,
Vietnam, Tang said that high-end smartphone market may be
getting saturated but it is dynamic. Some brands rise and some
others drop. Oppo has a proven track record in China and in some
other markets in South East Asia. The company, which also makes
Blu-ray players and headphones, is integrating its audio (Maxx
Audio) and video features into its high-end products to stay
ahead of the crowd. “Innovation is what is going to keep us
forward and stay ahead in the smartphone market,” said by Henry
Tang.
The products of OPPO are mostly mid to high grade mobiles. They
are targeting middle and high classes in society. It is
advertising its product by hiring young and dynamic
personalities. They have less frequency of advertisements but
effective. Selling large quantity through E-commerce. They are
marketing products by means of sponsoring events and promotions.
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At OPPO, we believe that true innovation is all about changing,
renewing or creating more effective products that make life
simpler. A core part of OPPO’s company culture lies in its
commitment to working with its fans to develop and deliver the
best products possible, through openness to customer feedback.
OPPO's brand philosophy is summed up in the phrase “The art of
technology”. It conveys our business principles of honesty,
integrity and ethics. OPPO is consistent in its determination to
not only do things right, but also to do the right thing in any
given situation.
OPPO is wholeheartedly inspired by its customers. OPPO co-
develops products with customers based on their feedback on
both the hardware and software user experience. OPPO has
adopted a strategy of rapid release for smartphone development,
releasing firmware updates as well as expanding its reach and
service across the globe.
OPPO is continually striving to impress and capture young hearts
with elegant trendsetting design, excellent user experience,
customer-centered product development, quality service, and
most importantly an attitude of the relentless pursuit for

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perfection.
Managing Quality
OPPO is relentless in the pursuit of the latest technology,
the highest hardware quality standards and in delivering the
best user experience possible. We design, manufacture, and
promote our own products to assure customers of reliable and the
highest end products possible from beginning to end.
Since its founding in 2004, OPPO has consistently strived to
deliver users this ideology across the globe. Having
successfully entered into the mobile phone market in 2008, OPPO
began looking at expansion into international markets in 2010
and opened its first overseas business in April of 2010 in
Thailand.Today, OPPO is present in 21 markets worldwide.
From the start, OPPO’s products have pushed boundaries. As OPPO
continues to expand into new markets, the goal of making
our products more accessible around the globe without
compromising product service and quality has never been clearer.
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Location Strategy
OPPO has spread its international presence to several
global countries and its products are easily available in nearly
twenty-one countries including places in Africa, Middle-East,
South Asia, Southeast Asia, Europe, Australia and the United
States. Its headquarters base is at Dongguan in China. OPPO has
formed several divisions based on geographical locations to
design and meet specific requirements of that area like OPPO
Bangladesh, OPPO Pakistan, OPPO Sri Lanka, OPPO India, OPPO
Thailand, OPPO Vietnam, OPPO Malaysia, OPPO Philippines, OPPO
Myanmar and OPPO China.
It also has a division OPPO Digital which operates independently
and is based in Mountain View in the United States. OPPO has
full control over its widespread and strong supply chain that
includes distribution of products from its manufacturing plants
to customers via online stores, mobile stores, supermarkets,
hypermarkets and malls.
Layout Strategy
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OPPO provides users a 1080P screen on which colors could be
presented vividly and brightly. Its music player and camera are
carefully designed to meet youth’s preferences. In addition, to
meet the popularity of selfie, OPPO also provides camera
beautifier which shall be girls’ favorite. All these satisfy the
social and entertainment requirement of the youth and distinct
OPPO from other competitors.
Besides, battery capacity is becoming more and more important in
modern life. As youth are more and more reliable on their
phones, they spend lots of time playing with them. Most smart
phones have big-size screens,that could bring comfortable visual
experience. While on the other hand, it is very costly of
electricity. Thus, most phones have to be charged daily. This is
the common drawback in the industry, OPPO could not avoid it.
Yet it has found another way to counter it. The fact that phones
have to be charged daily could not be changed, then just shorten
the time for every charge. OPPO has invented the VOOC technique
which can charge 75% power in just 30 minutes. This is really a
breakthrough. The innovation brings OPPO not only praises in the
industry, more importantly, also the increase of sales of the
Oppo has made its name as selfie & group selfie
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expert technology and has been ranked 4 for creating the selfie
experiences among the young generation globally. Some of the
smartphone models of the brand are Oppo F series (F1, F3, F5 and
F7), Oppo A series and Oppo R series.products.
Human Resource and Job Design
Notwithstanding the many technological changes that PLDT
will encounter in the future, one thing will remain steadfast -
its commitment to serving the nation and providing
communications solutions to Filipinos (https://goo.gl/ldrLO0).
The ongoing transformation and digital pivot impact the
organization in different ways, including the changing needs in
human resources and organizational structure. PLDT and Smart
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have been responsive in managing their people and have been
implementing strategic human resource planning programs the past
years to effectively align and match people and skills with the
positions required by the evolving business
(https://goo.gl/2DVt4c).
PLDT provides continuous training for its Board, senior
management, officers, executives, and employees. As it continues
its digital transformation, people management becomes crucial to
maintaining efficiency and effectiveness of the implementation
of its strategies and plans. Employees are major stakeholders of
the company’s sustainability strategy, fully involved in moving
the initiatives forward.Sustainably engaged employees are
enabled and provided an environment of growth and advancement.
People programs and initiatives that attract the right person
with the right skills
for the right job also influence longevity in the organization.
Aiming to attract and retain quality employees, the organization
not only espouses the principle of Pay for Position, Pay for
Performance, and Pay for Person; it also addresses the broad
range of concerns that are important to employees, such as
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working conditions, skills training, career opportunities,
health and safety, and the opportunity to pursue their passions
(https://goo.gl/6RbRfj).
With the long history and very vast knowledge in the
industry, PLDT has invested on their people. As technology
becomes more sophisticated, the company provided trainings to
their employees to keep them up to date with the latest
technologies and be at par or better than their competitors.
PLDT provides training with a trainer and by use of online
materials (https://goo.gl/5xYgvv) and variety of programs
conducted.
Supply Chain Management
The marketing department ensures supply chain process
integration by making a constant check with the whole process.
They ensure that the deployment of these equipment are precise
and always on time (https://goo.gl/aXgBCX). The PLDT Group
promotes and implements standards of relationship with its
suppliers that embody the principles of the PLDT Code of Ethics
as well as the corporate governance values of fairness,
integrity, transparency, and accountability.

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The company employs an Enterprise Resource Planning system
and a Supplier Relationship Management portal to serve not only
as a means to communicate with suppliers, but also as a facility
to ensure integrity of the bidding process
(https://goo.gl/ZqeHb8).
A total of 947 accredited suppliers serve the requirements
of the Group, ranging from capital expenditures to operating
expenditure items and services. The Group maintains
relationships only with suppliers that uphold its core values in
their own businesses. The Supplier Relations Policy provides the
general principles being followed in vendor selection. Among the
criteria for accreditation are: financial capability, technical
capability, and compliance with applicable laws including those
pertaining to industrial relations, environment, health and
safety, and intellectual property rights.
Supplier/Contractor Relations Policy (approved on January
31, 2006). This policy seeks to ensure that the Company upholds
the highest professional standards in business practices and
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ethics in its dealings with suppliers and contractors in the
procurement of goods and services. The policy also seeks to
maintain PLDT's reputation for equal opportunity and honest
treatment of suppliers in all business transactions. It
establishes clear rules for arm's length transactions and fair
treatment of prospective and existing suppliers with the
objectives of always obtaining the best value for the company.
The policy specifically adopts the processes of vendor
accreditation and competitive bidding as the general rule and
establishes practices to ensure the contracts are awarded only
to qualified and duly-accredited suppliers and vendors who offer
the best value for money for PLDT's requirements
(https://goo.gl/b8STEH).
Inventory Management
Substantially all the telecommunications equipment thus far
obtained in connection with their development programs have been
purchased outside the Philippines. Being the first network
operator in the Philippines to deploy 100G, PLDT is more abled
to extract more capacity out of existing fiber and support the
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delivery of high-bandwidth services and applications. This
expansion and network upgrade will add significant bandwidth
scalability, reliability and intelligence to their network
infrastructure, consequently benefiting from an enhanced network
resiliency and service flexibility.
Inventories and supplies, which include cellular and
landline phone units, materials, spare parts, terminal units and
accessories, are valued at the lower of cost and net realizable
value. Costs incurred in bringing inventories and supplies to
its present location and condition are accounted for using the
weighted average cost method. Net realizable value is determined
by either estimating the selling price in the ordinary course of
business, less the estimated cost to sell or determining the
prevailing replacement costs (https://goo.gl/cneZYJ).
Inventories or supplies are kept and stored in PLDT’s warehouse
at Sta. Rosa, Laguna before the release and delivered upon
permission.
Scheduling
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PLDT has long committed itself to very high standards of
corporate performance in order to achieve sustained growth and
profitability and create value for its shareholders and
stakeholders. It is a commitment that, in turn, demands
adherence to the highest corporate governance standards and
practices.Corporate Governance in PLDT is shaped by its
governance structure and values. These are embodied in two
fundamental policies. PLDT corporate governance structure
entrusts authority and resources for the performance of
corporate functions and delineates responsibilities for the
exercise of such authority. This is defined in their Manual on
Corporate Governance, along with the Articles of
Incorporation and By-Laws. Its corporate governance values of
Accountability, Integrity, Fairness and Transparency, which
shall guide the Company in the conduct of business
(http://bit.ly/2Fphfru).
PLDT’s corporate governance structure clearly establishes
responsibilities, confers the necessary authority and provides
adequate resources for the execution of such responsibilities.
Critical and central to the structure’s effectiveness is the
quality of service and stewardship rendered by the PLDT Board of
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Directors. In its Board, as well as in the individual directors,
is lodged the principal responsibility for good governance and
principled performance as leaders, enablers and enforcers of
good corporate governance practices (https://goo.gl/GTGBFF).
In the company, there is a division of work which simply
means there are different centers and management team where each
had its own authority and responsibility. The Board of Directors
provides strategic leadership in PLDT’s governance. The Board
oversees the corporate governance framework established to
enable the Company to conduct its business in order to foster
long term success, sustain competitiveness and create value for
its stakeholders (https://goo.gl/GTGBFF).
PLDT comprises the advisory, audit, governance and
nomination, executive compensation, risk, technology strategy
committees and executive implementation which underscore
president and CEO, internal audit, chief governance officer,
corporate governance office, enterprise risk management, and
external audit with their respective and designated
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responsibilities. With its various teams, such division of labor
paves the way of completing the company’s operations efficiently
and effectively (e.g. allocation, control and management of
materials and human resources to smooth productivity).
When it comes to scheduling of their inventories, new
supplies will be ordered depending on the demand and when the
stock is close to running out. As to the maintenance of the
facilities and equipment, the distribution of the materials and
supplies varies upon what is needed by the different service
centers around the Philippines.
Maintenance
PLDT remains committed in establishing and maintaining a
corporate culture anchored on performance and responsibility in
fulfilling obligations to its stakeholders. In the midst of this
transition, PLDT and Smart endeavor to maintain a healthy
financial position and to encourage a strong innovation culture
that is customer-centric and aimed towards inclusive nation-
building. As part of their growth strategy, they have made and
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may continue to make acquisitions and investments in companies
or businesses. They continue to consider value creative
investments in telecommunications as well as telco-related
businesses such as those in media and content
(https://goo.gl/XJRGv4).
PLDT have always been committed to investing in and
expanding their data center business not only in building world-
class facilities adhering to global standards but also in
offering globally recognized services from colocation, hosting
platforms, network and security services to big data dynamic
platform. Proof to their commitment is its investment on the
training and expertise certification for their personnel, to
provide their enterprise customers with best-in-class service
experience (https://goo.gl/gdHALJ) also includes upgrading its
facilities and workplace for the company to provide more goods
effectively and efficiently. The company has sales and service
centers, vitro data centers, and among others which help for the
maintenance and responsible outlets that connects to them
continuously penetrating around the country. Continuous
improvement in infrastructure and service quality is essential
to ensuring the sustainability of the
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enterprise. Investments are customer-centric – service quality
enhancement and capability expansion are done to provide people
the best possible service (https://goo.gl/6RbRfj).
PLDT’S SERVICE AREAS IN THE PHILIPPINES

AS OF THE YEAR 1998
Source: Serafica, PhD., 2001 of DLSU
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PART II
CASE ANALYSIS
Background of the Company
PLDT Inc. (TEL), formerly Philippine Long Distance
Telephone Company, was founded on November 28, 1928 is one of
the leading telecommunications and internet service provider in
the Philippines (https://goo.gl/HMzeTd). When PLDT was
incorporated and given the franchise to establish and operate
telephone services in the country on November 28, 1928, a
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typhoon had just ravaged Eastern Visayas, Bicol Peninsula, and
Samar. The ability to communicate amongst loved ones and across
the country became crucial. Sadly, phone networks then were like
disconnected intercom systems and you could only call people
within your own small city. Filipinos were disconnected from
neighboring towns, disconnected from friends in the other island
and, needless to say, disconnected from the rest of the world.
It was under this scenario that the law was signed giving birth
to PLDT. What the new law hoped to achieve was to interconnect
these "intercom" systems into a seamless nationwide network that
would facilitate communication and delivery of services to the
people, as well as spur economic development in the countryside.
The first president of PLDT was Theodore Vail Halsey while Major
J.E. Hamilton Stevenot, who represented the American firm
General Telephone and Electronics Corp. (GTE), was elected
executive vice president and general manager. Under the American
owners of PLDT, many small phone companies in the provinces were
acquired by the Company to help speed up the rollout and
connection of these different phone systems all over the
country. The management of PLDT was then set to lay the
groundwork towards linking Filipinos to each other and, more
importantly, to the world.

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In 1967, effective control of TEL was sold by General
Telephone and Electronics Corporation to a group of Filipino
businessmen. On July 29, 2016, the Securities and Exchange
Commission approved the change in corporate name to the present
one. TEL is a telecommunications service provider in the
Philippines with its various business activities. The Company’s
services are marketed under the "Smart", "TNT", and "Sun
Cellular" brands. TEL's subsidiaries include Smart
Communications, Inc.; ACeS Philippines Cellular Satellite
Corporation; ABM Global Solutions, Inc.; Bonifacio
Communications Corporation; and ePLDT, Inc. TEL's common shares
are listed and traded on the Philippine Stock Exchange (PSE),
while the Company's American Depositary Shares are listed and
traded on the New York Stock Exchange (NYSE) in the US
(edge.pse.com.ph/downloadFile.do?file_id=265572).
PLDT offers the largest and most diverse range of
telecommunications services to approximately 26 million
subscribers in the Philippines across the nation's most
extensive fiber optic backbone and fixed line, cellular and
satellite networks through its three principal business groups—
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fixed line, wireless and information and communication
technology includes other subsidiaries and affiliates. The fixed
line business group provides national and international long
distance phone calls, data and other network services used for
domestic and international communications, such as private
networking and broadband Internet access. The wireless business
group primarily offers cellular services, including wireless
voice and data communications, as well as satellite and
broadband network connectivity. Besides
offering telecommunication services and products for fixed line
and wireless customers, Philippine Long Distance Telephone Co.
(PLDT) also provides outsourcing business process solutions via
its subsidiaries. Investment is another business for PLDT
(https://goo.gl/PzmF5T). The Information and Communications
Technology business group operates call centers, Internet data
centers, an Internet and gaming business, and – others
(http://www.pldt.com/about-us/pldt%27s-business).
Currently, the Board of Directors provides strategic
leadership in PLDT’s governance with its Chairman of the
Board, President and CEO, Manuel V. Pangilinan. The Board
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oversees the corporate governance framework established to
enable the Company to conduct its business in order to foster
long term success, sustain competitiveness and create value for
its stakeholders. Furthermore, PLDT’s ultimate mission is
aspired to be the service provider of choice of every Filipino
family by delivering a digitally connected experience in every
household. As we humanize technology, we keep families connected
in a meaningful way. And by providing a compelling suite of
multimedia services and solutions, we strengthen relationships
within the family empowering Filipinos everywhere with customer-
focused digital innovations that unlock and share their infinite
potential (www.pldt.com).
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Company Innovations Timeline
Early landline innovations
By 1982, direct distance dialing or DDD was becoming a byword
for Filipinos. Subscribers then could call long distance to nine
major cities across the nation and 22 countries around the world
and reach through direct dialing more than 400 million
telephones overseas. This service eventually evolved into
National Direct Dialing (NDD) and International Direct Dialing
(IDD) by 1985.
PLDT's ascent to greater heights of success was punctuated
brieflyby the death of Cojuangco in 1984. Cojuangco, who was
largely responsible for the transformation of the Company from a
medium-sized firm into a multi-billion-peso giant, was highly
regarded by PLDT employees and considered very compassionate.
It was then that Oscar T. Africa was elected as the new
president while Cojuangco's son, Antonio, was elected Senior
Executive Vice President. Africa, however, retired after only
two years as president. Antonio Cojuangco succeeded him in 1986,
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ushering in a 12-year period of further expansion and robust
business for PLDT.
Wireless enters the scene, more innovations happen
Another significant PLDT milestone was the establishment of the
country's first cellular telephone network in 1987. Cellular
phones then were bulky and installed only in cars.
With this new service, people were able to communicate while on
the go. Coverage, just like with the mobile radio-telephone
service introduced in 1959, was wider, though still limited
compared today. Subscribers then could make calls within Metro
Manila and any place from Cavite to Baguio..
A slew of new services were also introduced beginning 1992.
Through a partnership with American Telephone and Telegraph Co.
(AT&T). PLDT introduced the USA Direct Roving Van Service, a
mobile van equipped with cellular phones, to provide toll
service to some previously unserved rural communities..
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Other services introduced were USA Direct Mabuhay (dial access
code 105-12) and Fibernet, a point-to-point international
digital leased line service capable of handling simultaneous
voice and data transmissions using fiber optic cables..
Intelligent pay phones, which can accept coins of several
denominations, were introduced. The Fonkard also came into
vogue. Fonkard allowed the caller to make direct-dial national
and international long distance calls through the use of prepaid
magnetic telephone cards instead of coins.
Innovations beyond voice
A significant milestone that changed the face of communication
was the successful launching of Agila II, the country's first
communications satellite, in 1997 by PLDT subsidiary Mabuhay
Philippines Satellite Corp. The satellite serves the needs of
customers not only in the Philippines but also other countries
within the satellite's footprint in the Asia Pacific region.
With the increasing importance of the Internet, PLDT signed a
network deal with US-based software giant Oracle Corp. to
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jointly advance the development of a network computing
infrastructure in the Philippines dubbed Phil-Net. A milestone
for PLDT and the development of the Internet in the Philippines
would be the establishment of the country's first Internet hub
called the Philippine Internet Exchange or PhIX.
Innovating Management: First Pacific entry
The late '90's was a time of formidable challenges for PLDT,
especially after the 1997 Asian financial crisis. Inauspicious
as it may seem at the time, however, Manuel V. Pangilinan of
Hong Kong-based First Pacific Co. Ltd. saw a great opportunity
in taking control of PLDT..
So on Nov. 24,1998, just four days before the company's
anniversary, PLDT announced the entry of First Pacific which
acquired a 17.5-percent stake in PLDT for approximately P29.7
billion or some $749 million at that time. The entry of First
Pacific brought in a new culture in PLDT and new enterprise.
Manuel V. Pangilinan replaced Antonio O. Cojuangco as president
and chief executive officer. Cojuangco then assumed the position
of chairman of the board..
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The following year, PLDT forged a strategic partnership with NTT
Communications Corp (NTTCom), a wholly-owned subsidiary of
Nippon Telegraph and Telephone Corp. of Japan, the world's
leading telecommunications company in terms of revenues. Smart
Communications, Inc. (Smart), the country's largest mobile phone
operator, was also acquired by PLDT..
The acquisition of Smart proved to be a wise decision,
especially now that Smart is contributing greatly to PLDT's
bottom line, thus buffering the telecoms giant from the
debilitating effects of declining revenues from the fixed line
business.
Investing in ICT
One of the key steps undertaken in 2000 was the formation of
ePLDT, the PLDT Group's principal vehicle for investments in
information and communication technology..
Through its data services under the Vitro brand, its call
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centers under ePLDTVentus Inc., Internet services through
Infocom Technologies Inc.,data security services through
mySecureSign Inc., and Internet cafe business through Netopia
Technologies Inc.,the PLDT Group is now slowly reaping the
fruits of its investments.
Innovating the landline
Brains--an acronym for Broad and Robust ATM (asynchronous
transfer mode) and Internet Networking Solutions--was launched
in 2000 and made PLDT the only telecommunications company with
the fastest,
most reliable and cost-efficient voice, data and video
transmission services running through a single multi service
network.
DSL, or digital subscriber line, was also introduced in the same
year. It is a broadband access technology that allows for high-
speed access to the Internet via the usual copper wire lines.
Other innovative services were introduced: Text 135, the
country's first landline texting service; Premium Phone Services
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(1-908), which employed strategic tie-ups with TV game shows;
Budget card for international calls; and bundling of value-added
phone services such as Call Waiting, Call Forwarding, 3-party
conference calls, Speed Calling, and Caller ID..
When the year 2002 came, PLDT continued to innovate and
introduced a pioneering prepaid landline service where
subscribers can load up their phones with P500-load that is
valid for two months and with a one-month reprieve to reload..
In 2004, the PLDT Board of Directors appointed Manuel V.
Pangilinan to the position of Chairman of the Board while
retaining his post as Chairman of the Board of Smart and ePLDT.
Napoleon L. Nazareno is the concurrent President and CEO of PLDT
and Smart.
Next Generation Network
As PLDT's products and services continued to evolve, the Company
began upgrading its network in 2005 to the Next Generation
Network, a broad term for certain emerging computer network
architectures
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and technologies that can encompass voice, data and video where
all information is efficiently transmitted via digital packets
of data just like over the Internet..
This means greater efficiency, cost savings and more innovative
services for subscribers in the years to come..
NGN is not the goal in itself but rather a key enabler for
transformation to what the PLDT Group calls Next Generation
Communications. This transformation goes beyond upgrading the
network to an all-IP NGN. It also involves re-engineering
processes, integrating their platforms, transforming products
and re-orienting people..
In 2006, PLDT saw the rapid growth of its broadband business on
the back of the Group's wired and wireless infrastractures. PLDT
MyDSL and SmartBro broadband subscribers more than doubled to
265,000 by year end..
In late 2006 and early 2007, MediaQuestHoldings - a wholly-owned
subsidiary of the PLDT Beneficial Trust Fund - and Smart joined
hands to conduct test broadcasts of a mobile TV service using
the Digital Video Broadcast - Hand held (DVB-H) standard. This
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was made possible through MediaQuest's subsidiary, Nation
Broadcasting Corp., which operates a network of radio and TV
stations.
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SWOT ANALYSIS
Strengths
• Oppo is good in terms of market share in terms of
mobiles, it captured Samsung,micromax market share by
superior innovation in Smart Phones’
• Oppo is financially strong and stable company. The
production process and process of inventory management
are consistent with industrial standards.
• The brand value increased by 80% in last two years
• The Company enjoys wide range of product portfolio
which includes Mobiles,mp3 players ,mp4 players
,tv,bluereplayers
• Oppo took advantage of growing economy of Asian market
by setting up manufacturing plant in India there by
reducing logistics and supply chain.
• Newer and Better products – OPPO phones come with great
features and have launched first-ever rotating phone camera
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and many other features which are never launched by any
other phone.
• Brand Building – OPPO phones has collaborated with big
celebrities and made them ambassadors to market
the product better and position the phones in the minds of
the customer
• Quick Market Capture – OPPO has been able to make its name
and position in the market in a very short period of time
due to its very exciting features offered to the customers.
• Price Point – The OPPO phones are available at affordable
prices which is another factor which made OPPO phones
readily accepted by the consumers in the market.
• Product Line – OPPO has not only being marketing phones but
at the same time are into Blu-ray devices and headphones
• Parent brand strategy – OPPO phone’s parent brand owns other
two famous phone brands as well which are one plus and Vivo.
This depicts that BBK has a very strong strategy in place to
market phones at different segments
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Weakness
• Oppo needs improvement in defining the vision, mission
and strategic corporate objective. Marketing
management needs improvement in all the facts of
marketing HRM also needs improvement in all the facts
of human resource management
• Competition – Mobile Phone market is highly competitive and
there are numerous players who are fighting for the same
market and hence it becomes very difficult
• User Interface – The user interface is not made keeping in
mind the usage from the non-tech savvy consumers.
• Poor Post-Sales Support – One of the main disadvantages of
buying OPPO series is that the after sales support extend
by the brand is not good. After sales service built the
trust in the brand that in case something goes wrong then
service centers are there to help them out but OPPO has not
been able to provide good support to the customers which
inhibit its growth in the market ass customers cannot trust
the brand.
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• Quality is Poor – The quality provided by the OPPO phones
at the price they put is inferior and hence the tradeoff is
clearly seen in the price. Low price low quality.
Opportunity
• Oppo is reasonable equipped to take care of
technological changes
• Oppo is maintaining good international relationship
with countries and local
• The population is growing so as the demand for mobile
phone demand is also growing.
The financial position is strong and there is a scope
of entering into unrelated diversification
• Brand Association – OPPO can try to associate with events
to market to wider and different segments of customer that
will help to enhance the customer base
• Flagship Products – OPPO can launch newer phones that can
compete with other big market players
like Samsung and Apple which will help to increase the
visibility of the brand in the market.
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Threats
Regulatory issues and safeguarding of property rights
was main threats in legislation
The competitor like Nokia are focused only in one segment
Competition – The mobile phone market is intensively growing
and it is getting price competitive which makes it very
difficult to survive in the industry
Low Barriers to Entry – The profitability of the mobile phone
market attracts new players in the market which eats away the
market share further from the cell phone manufactures
Limitation of the report:
• In every study there have some limitations and in my
report there are some limitations. I did customers and
visitors survey for my internship report, but I also need
to take a survey from the channel partner of OPPO. Some
information gaps and limitation which is given below:
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• In my report I can’t discuss some organizational data and
information for organizational policy.
• It was hard to find out branding strategy used by OPPO
India Co. Ltd. because they are
not sharing information much and some information I have
to find my practical observation.
Suggestion
• In order to make recommendation about developing brand
strategy for OPPO India Co. Ltd. toward the business
community, the first thing must be done is to identify
problems that OPPO brand is currently facing. Base on the
analysis and survey valuable information and insights are
extracted to point out weaknesses in the way OPPO manages
its brand.
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• Brand salience: From the findings it can be seen that
business has very shallow understanding about OPPO brand.
Most of them only know about some general information
such as OPPO is giant Chinese brand making high tech
Smartphones. The reason for such low level of awareness
in other functions is the lack of communication. OPPO
does not have any formal channels to communicate with the
consumer community other than its website. In addition to
that, most marketing budget is used to spend on branding.
• Brand performance: OPPO brand performance is made up by
the quality of its Smartphones and its innovative
features and functions. For the functions, although OPPO
has some valuable achievement already likes VOOC rapid
charge, still they are not widely recognized by the
consumer community which is a huge waste for
opportunities to make good impression and build up the
brand reputation for comprehensive performance at all
fronts.
Conclusion:
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Excellent product quality: This refers to the product
ability to satisfy consumers or customers need, both
functionally and emotionally. This is the most important
factor if a brand is to be a winning brand. Users are
getting smarter in their choice and will not make purchase
decision if they don’t trust in the quality of the product
presented to them.
Comprehensive and thorough communication: Hitting the right
communication channel and effectively delivering the
message to potential buyers contributes to the success of a
brand. Even for a good product, if no one knows about it,
talks about it or discuss about it, then the chance of
failure for that product is really high. Considering the
case of iPhone for example although there has been a lot of
negative feedback about the product recently, however,
every time a new version of iPhone is launched, the world
holds it breath and eagerly waits to see the great
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invention of Apple. This is achieving through mastery in
communication. Despite that, the product must be strong,
reliable and good all by itself in order for consumers to
test out and trust what being said in the communication
channel.
Bibliography
1. www.wikipedia.com
2. http://www.oppo.com/en/
3. www.studymode.com
4. www.forbes.com
5. www.google.com
6. www.yahoo.com
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7. www.marketing91.com
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Saint Theresa College of Tandag, Inc.

Senior High Department

Tandag City, Surigao del Sur

TEN CRITICAL DECISIONS IN OPERATIONS MANAGEMENT

OF OPPO ELECTRONICS CORPORATION

Design of the Products and Services

OPPO is a global electronics and technology service

provider that delivers the latest and most exquisite mobile

electronic devices in over 20 countries, including the United

States, China, Australia and many countries throughout Europe,

dedicated to delivering customers with the most extraordinary

mobile experience through meticulous designs and smart

OPPO’s global branding While most Chinese brands are focusing on

low-cost smartphones to grab market share, Oppo is following the

opposite path. That is the high-end smartphone market. “Chinese

manufacturers focus on cutting costs to win over market but not

Oppo, We don’t go after market share but instead produce

Tandag City, Surigao del Sur

attractive phones that brings profit to the company and value to

the consumers. Oppo has an advantage compared to competitors as

we focus on mid- to high-end models,” Henry Tang, sales manager

companies that have been able to grow outside the country’s

border. It is present in China, India, Indonesia, Singapore,

Vietnam, Tang said that high-end smartphone market may be

getting saturated but it is dynamic. Some brands rise and some

Blu-ray players and headphones, is integrating its audio (Maxx

Audio) and video features into its high-end products to stay

ahead of the crowd. “Innovation is what is going to keep us

forward and stay ahead in the smartphone market,” said by Henry

are targeting middle and high classes in society. It is

advertising its product by hiring young and dynamic

personalities. They have less frequency of advertisements but

effective. Selling large quantity through E-commerce. They are

marketing products by means of sponsoring events and promotions.

Tandag City, Surigao del Sur

At OPPO, we believe that true innovation is all about changing,

renewing or creating more effective products that make life

simpler. A core part of OPPO’s company culture lies in its

commitment to working with its fans to develop and deliver the

best products possible, through openness to customer feedback.

OPPO's brand philosophy is summed up in the phrase “The art of

technology”. It conveys our business principles of honesty,

integrity and ethics. OPPO is consistent in its determination to

OPPO is wholeheartedly inspired by its customers. OPPO co-

develops products with customers based on their feedback on

both the hardware and software user experience. OPPO has

adopted a strategy of rapid release for smartphone development,

releasing firmware updates as well as expanding its reach and

service across the globe.

OPPO is continually striving to impress and capture young hearts

with elegant trendsetting design, excellent user experience,

customer-centered product development, quality service, and

most importantly an attitude of the relentless pursuit for

Tandag City, Surigao del Sur

OPPO is relentless in the pursuit of the latest technology,

the highest hardware quality standards and in delivering the

best user experience possible. We design, manufacture, and

promote our own products to assure customers of reliable and the

highest end products possible from beginning to end.

Since its founding in 2004, OPPO has consistently strived to

deliver users this ideology across the globe. Having

successfully entered into the mobile phone market in 2008, OPPO

began looking at expansion into international markets in 2010