• Login
    • Library Home
    View Item 
    •   BracU IR
    • Brac Business School (BBS)
    • Internship Report, BBA (Brac Business School)
    • View Item
    •   BracU IR
    • Brac Business School (BBS)
    • Internship Report, BBA (Brac Business School)
    • View Item
    JavaScript is disabled for your browser. Some features of this site may not work without it.

    Comparison between the previous and current method of copex distribution and optimization of Robi Axiata Limited

    Thumbnail
    View/Open
    0304104.pdf (217.9Kb)
    Date
    2013-05-28
    Publisher
    BRAC University
    Author
    Sarah Sarwar, Sarwat
    Metadata
    Show full item record
    URI
    http://hdl.handle.net/10361/2822
    Abstract
    RobiAxiata Limited is the third largest telecommunication service provider in Bangladesh and, over time, it is steadily increasing its customer base and number of subscribers. In order to do so, Robi has to constantly increase its investment prospects to get an ideal return on invested capital. The decision to invest and which areas would provide the greatest return and least risk is crucial and must be made with care. So, Robi has to constantly analyze its potential and in which investment areas it is wise to deploy its Capital Expenditures (CAPEX) Previously, the system of CAPEX distribution lay solely in the control of the Market Operations and Technology. Market Operations would routinely send monthly demand forecast to the Technology division. The Technology department would then assess the areas where new technology is required or a new BTS implementation is required to send a budget requirement form to the Integrated Planning department of the Finance division. The finance division would then send the required CAPEX. The CAPEX deployed to these areas would be done without any intervention from the Finance department and there would be no financial calculations conducted, such as calculating the Net Present Value (NPV) or the Internal Rate of Return (IRR) of these investment prospects. Thus, there was no way to calculate the required rate of return (RRR) of these projects and whether they will generate a net profit anytime soon. As a result, it was seen that, despite the large amounts of CAPEX deployed in these areas, there weren’t any profits being accumulated and the CAPEX was being tied down in loss generating investments.
    Keywords
    Business administration
    Description
    This internship report is submitted in a partial fulfillment of the requirements for the degree of Bachelor of Business Administration,2013.
     
    Cataloged from PDF version of Internship report.
     
    Includes bibliographical references (page 47).
    Department
    BRAC Business School, BRAC University
    Collections
    • Internship Report, BBA (Brac Business School)

    Copyright © 2008-2019 Ayesha Abed Library, Brac University 
    Contact Us | Send Feedback
     

     

    Policy Guidelines

    • BracU Policy
    • Publisher Policy

    Browse

    All of BracU Institutional RepositoryCommunities & CollectionsBy Issue DateAuthorsTitlesSubjectsThis CollectionBy Issue DateAuthorsTitlesSubjects

    My Account

    LoginRegister

    Statistics

    View Usage Statistics

    Copyright © 2008-2019 Ayesha Abed Library, Brac University 
    Contact Us | Send Feedback