Ooredoo Group Business Model Canvas: Complete BMC Analysis
The Ooredoo Group Business Model Canvas reveals how Qatar's flagship telecom company operates across 10 countries in the Middle East, North Africa, and Southeast Asia, serving 120M+ customers with mobile, broadband, ICT, and digital services. This BMC analysis examines Ooredoo's nine building blocks.
Value Propositions in Ooredoo's BMC
Ooredoo's Value Propositions include leading 5G and fiber connectivity in Qatar, extensive mobile coverage across 10 markets, enterprise ICT & managed services, digital entertainment platforms, and financial technology services (Ooredoo Money). This multi-market telecom model parallels the Etisalat (e&) Business Model Canvas regional expansion and the Deutsche Telekom Business Model Canvas multi-country approach.
Customer Segments Analysis
Ooredoo's Customer Segments include Qatar mobile subscribers, international subscribers (Indonesia, Myanmar, Algeria, Tunisia, Iraq, etc.), enterprise & government clients, broadband home users, and fintech users. This diverse subscriber base across emerging and developed markets mirrors strategies in the Etisalat Business Model Canvas and Telefónica Business Model Canvas.
Key Partners and Key Resources
The Key Partners block includes Qatar Investment Authority (majority shareholder), network equipment vendors (Ericsson, Nokia), handset manufacturers, content providers, tower companies, and international subsidiary operators. Key Resources encompass 5G & fiber networks in Qatar, spectrum licenses across 10 countries, 120M+ subscriber base, brand reputation, and data centers. This infrastructure investment parallels the Etisalat Business Model Canvas network assets.
Revenue Streams and Cost Structure
Ooredoo's Revenue Streams come from mobile service revenue, fixed broadband subscriptions, enterprise ICT solutions, device sales, international subsidiary operations, and digital services (Ooredoo Money, content). The Cost Structure includes network infrastructure, spectrum fees, content/partner costs, international subsidiary operations, and employee compensation. This telecom model faces OTT competition as discussed in the WhatsApp Business Model Canvas.
Channels and Customer Relationships
Ooredoo's Channels include retail stores, Ooredoo app, online portal, dealer networks, enterprise sales teams, and call centers. Customer Relationships leverage digital self-service, Nojoom loyalty program, enterprise account management, and premium customer tiers. This omnichannel approach mirrors the Etisalat Business Model Canvas customer experience strategies.
Key Activities in the BMC Framework
Ooredoo's Key Activities include mobile & broadband network operations, 5G rollout, enterprise ICT delivery, international subsidiary management, digital services development, and fintech expansion. These beyond-connectivity activities parallel the Deutsche Telekom Business Model Canvas transformation.
Comparing Telecom Business Model Canvases
Study related BMC examples: the Etisalat BMC for Gulf telecom, Deutsche Telekom BMC for multi-country operations, Telefónica BMC for emerging markets, Ericsson BMC for network infrastructure, and the QNB BMC for Qatar's digital ecosystem. Each demonstrates different paths to telecom monetization.