complet final report of mobilink alamgeer

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AN INTERNSHIP REPORT

ON

MOBILINK PAKISTAN

ROSHAN CENTER 3rd FLOUR SALESDEPARTMAENT, BLUE AREA ISLAMABAD.

SUBMITTED BYALAMGIR SARWAR

BBA (hones) Marketing

ROLL NO 086

Session 2006-2010

1



INTERNSHIP REPORT

ON

MOBILINK PAKISTAN

SIRBULAND PLAZA OPP.SENIOR BURNHALL COLLEGE MANSEHRA ROAD

ABBOTTABD.

Internship report is submitted to the Govt College of Management Abbottabad.

In partial fulfillment of the requirements for the Degree of

Bachelors of business administration.

Session 2006-2008

2



DEDICATION

I dedicate this report to my parents and friends in recognition of theirworth and to myteachers who are the guiding force for me and it is their effort and hardwork that showedme the path of success and prosperity which would be there for me forthe rest of my life.My thanks to all those who have generously contributed their theoreticalknowledge tothis report including my teachers. Without their understanding andsupport, completion of this work would not have been possible.I hope people find this report useful and the subject matter adds to theirknowledge.“Keep your dreams alive. Understand to achieve anything requires faith

and belief inyourself, vision, hard work, determination, and dedication. Remember allthings are

possible for those who believe.” Merlin Olsen

3



APPROVAL SHEET

.

SUPERVISED BY:

Name:

Signature:

Designation:

External Examiner :

Name:

Signature:

Designation:

4



5



ACKNOLEGEMENT

First of all I am thankful to the most merciful and ALMIGHTY ALLAH who gives me the

strength so that I can fulfill my task with efficiency.

For the completion of my report I am indebted to plenty of people for their very sincere

cooperation that they extended to me at various stages. First and foremost problem that every

student faces is the selection of a Report.

I am very thankful to my supervisor Madam Baseerat Riswan for helping me out in time of

confusion. During my course and the execution of my report, I had a real chance to learn

from her vast experience and immense knowledge.

I am very thankful to staff members of MOBILINK ISLAMABAD PAKISTAN. Because

they guided and provided me valuable information regarding my report.

Zaid Hafeez

PREFACE

6



Every organization, whether it is a multi national, private business, government offices, etc.

depend on its people. These people working as General Managers must be trained and kept

motivated, offered good working environment and must be acknowledged at work.

Telecom industry is growing in Pakistan, with new companies getting license the competitionis tough as a result the consumer is getting benefit and enjoying cheap call rates. With a

population of 15 million countries, telecom is one of the best revenue generated industry. As

voice over IP, web conferencing and online video sessions are becoming popular these

companies have bright future ahead.

Mobilink GSM, a subsidiary of Orascom Telecom, started its operations in 1994, and has

become the market leader both in terms of growth as well as having the largest customer

subscriber base in Pakistan - a base of over 30 million and growing. We pride ourselves on

being the first cellular service provider to operate on a 100% digital GSM technology in

Pakistan that also provides state-of-the-art communication solutions to its customers.

Mobilink offers exclusively designed tariff plans that cater to the communication needs of a

diverse group of people, from individuals to businessmen to corporate and multinationals. To

achieve this objective, we offer both postpaid (Indigo) and prepaid (JAZZ) solutions to our

customers. Compared to our competitors, both the postpaid (Indigo) and prepaid (JAZZ)

brands are the largest brands of their kind in the Pakistan cellular industry.

In addition to providing advanced voice communication services that makes the lives of

millions that much easy, we also offer a host of value-added-services to our prized

customers. At the same time, Mobilink places high importance to its coverage, which is why

we cover you in 8000+ cities and towns nationwide as well as over 120 countries on

international roaming service. In other words, we speak your language, everywhere.

7



TABLE OF CONTENTS

1. Preface2. Table of content3. List of table4. List of chart5. List of graph6. Executive summery

CHAPTER NO 1 Page1 to 4

INERDOCTION TO REPORT1.1 Introduction 1

1.2 Background of studies 1

1.3 Purpose and aim of the studies 2

1.4 Methodology of studies 2-3

1.5 Limitation of the studies 3

1.6 Scheme of the report 3-4

CHAPTER NO .2 Page 5 to 30

INTRODUCTION TO MOBILINK (GSM) PAKISTAN

2.1 Vision, Mission, Values. 5-72.2 Introduction to Mobilink 8-9

2.3 Telecommunication industry of Pakistan 9-12

2.4 Role of the telecom giants in Pakistan economy 12-14

2.5 Historical background of Mobilink 14-15

2.6 Core values and mission statement 15

2.7 Financial Information 15-16

2.8 Achievements and Awards 17-19

2.9 Historical background of sales department 19

2.10 Products /Services of Mobilink 20-23

2.11 Customer services centers 24

2.12 My Task\Duties\Responsibilities during internship 25-30CHAPTER 3 Page31 to 41

MARKETING3.1 Introduction 31

3.2 Marketing Management of Mobilink 31

3.3 Marketing Analysis 31-32

3.4 Positioning 32

3.5 Market Segments 32

8



3.6 Product/Services & Product/Service Strategies 32-34

3.7 Pricing Strategies 34-35

3.8 Promotion 36

3.9 Distribution 36-37 3.10 External Environment 37

3.11 Sustaining the mobile cellular growth of Pakistan 38-41CHAPTER 4 Page 42 to 54

DEPARTMENTALIZATION

4.1 Major Departments 42-43

4.2 Main Departmental Functions 44-48

4.3 Mobilink organitional structure 49-52

4.4 Organizational Sales Department Structure of Mobilink 53 4.5 Corporate Profile 53-54

4.6 Administrative Structure 54

CHAPTER 5 Page 55 to 64ANALYSIS OF THE REPORT

5.1 SWOT Analysis 55-575.2 Analysis Structure 58

5.3 Organic and Mechanistic Structure 59

5.4 Analysis Strategy 59-64

CHAPTER 6 Page 65 to 68CONCLUSION & RECOMMENDATIONS

6.1 Conclusion 65

6.2 Recommendations 62-68

References 73

9



LIST OF TABLE

2.1 Employment and foreign direct investment in telecom sector 102.2 Total number of subscribers of the cellular services 11

2.3 Telecom Sector share in GDP (%) 13

LIST OF CHART

2.6 Profit Growth of the PMCL group over the past 4 years 174.1 Departments of Mobilink 44

LIST OF GRAPH3.1 Pakistan Mobile forecast 41

Market Shares of Pakistan mobile companies 73Industry Trends-Mobile Sector 74Cellular Subscribers growths 75

EXECUTIVE SUMMARY:

10



Internship was my first step in practical life, through which I learnt a lotand it has aided me in being well equipped with valuable experience thatwould help me once I enter the professional life after the completion of

my studies.During the month of July and August 2010, I worked in Mobilink GSM as aninternee. My association with this company was being a part of theMarketing Department. It was a great experience for me and it helped mein realizing where my potential lies. What I learnt at Mobilink over theweeks was how to get along with the people that I have to work witheveryday, building confidence and improving my skills. This internship hasalso prepared me for my future career in Marketing so this internship hashelped me a great deal. The experience has taught me responsibility,teamwork and how to handle problems occurring.Even though the nature of work was quite basic as an internee,

nevertheless I got to see what practical life is. This internship overall hasbeen a great experience. This report gives a profile of Mobilink and aninsight into the Marketing department where I was assigned to work. Thisreport also reflects my learning and experiences at Mobilink along withmy responsibilities and the tasks that I performed.

CHAPTER 1

11



Mobilink:

1.1 IntroductionThis report is based upon the findings related to the company’s operations in general and

specifically in the Marketing facet. A eight weeks internship was conducted at Sales

Department of Mobilink (Gsm) office Abbottabd; a as the fulfilment of the course

requirement of the degree of Bhechler of Business Administration Hazara University

Mhanshera. Mobilink GSM is the pioneer cellular company of Pakistan with a customer base

of over 30 million. It is a subsidiary of Orascom Telecom. Mobilink started its operations in

1994 and has become the market leader both in terms of growth as well as having the largest

customer subscriber base in Pakistan.

1.2 Background of the Report

The development of the telecommunication sector of Pakistan owes much to the contribution

made by the cellular companies, foremost amongst them being the pioneering role played by

Mobilink. The company has successfully transformed an initially slow-paced industry, into a

booming industry through aggressive investment and expansion of coverage present in more

than 1500 cities towns and villages of Pakistan.

It can be rightly called one of the fastest growing sectors with a huge potential market.

In this report I have tried to cover the Marketing and Sales activities of organizations

prevalent in the country today with the help of observation, discussion, interviews and

practical working in Mobilink GSM.

Working in the corporate sector; especially one as diverse and rapidly growing as the

telecommunication sector of Pakistan; as an internee provided me with an opportunity to

evaluate the company’s practices and to compare these practices with the contemporary

organizational practices in the world today as well with the practices of the other

organizations in the industry.

1.3 Purpose and Aim of the Report

The purpose of the internship report is: The fulfilment of the course requirement; a eight weeks internship for the

degree of Bachelor of Business Administration Hazara University Manshera.

To evaluate the Marketing Policies and to compare these practices with the

contemporary Marketing and Sales strategies.

12



To find out the variation present between the existing practices and those

expected in an organization today along with the factors that inhibit the adoption

of the standard practices.

To present solutions to the gray areas of Marketing in the contemporary

organizations.

To apply the knowledge thus obtained to the practical field.

1.4 Methodology of Study

1.4.1 Practical participation

Performing the work in the organization provides hands-on experience that carries invaluable

learning opportunities for the internee. The company practices were learned and carried out

to gain first hand experience in conducting day-to-day operations in the organization.

1.4.2 Observation and interviews

One important method adopted for conducting the study was observation. Watching the daily

activities being performed and observing the mechanisms being used aided the study process

and helped in learning to perform those activities. Interviewing the staff members about their

daily work, and the policies of the company provided a useful input into the study process.

1.4.3 Primary data collection

The source of primary data was practical participation, interviewing the staff members and

personal observation.

1.4.4 Secondary data collection

The source of secondary data was the company’s financial statements’ audit report, the

Marketing and Sales manual and the company website.

1.5 Limitations of the Study

Eight weeks is a relatively short period of time and hence could not prove sufficient to

understand and conduct extensive research on the Marketing in progress at Mobilink GSM.

The authorities were reluctant to share the company documents, forms and confidential

information. The latest financial statements for the year 2006 were not available which the

reason financial statements are for the years 2003, 2004, and 2005 have been included in the

annexes at the end.

1.6 Scheme of the Report

13



The first chapter states the purpose of the report and the aim of the research study, as the

fulfilment of the course requirement of the degree of Bechler of Business Administration.

The second chapter introduces the organization; Mobilink GSM, its Parent company

Orascom Telecom, historical background, general information related to the company, the

products it offers; postpaid Indigo, prepaid JAZZ , Mobilink PCO, the corporate profile,

Administrative structure, core values and the financial information.

The third chapter covers the Marketing process of the organization. Starting with a brief

overview of the Marketing, it follows through with details about the four Ps of the

Marketing; Product, Price, Place and Promotion.

Chapter four consists of the analysis of the report and findings, based upon the findings in the

previous chapter. The analysis was conducted in comparison with the contemporary

practices. A SWOT analysis of the company provided a base for some suggestions that have

been made in the subsequent chapter.

Conclusion and Recommendations are presented in the last chapters that are based upon the

analysis of the data and findings of the study.

14



CHAPTER 2

Introduction to the organization Mobilink:

Vision:

"To be the leading Telecommunication Services Provider in Pakistan by offering innovativeCommunication solutions for our Customers while exceeding Shareholder value & EmployeeExpectations".

Mission:

“To be the unmatchable mobile system of communications in Pakistan this provides the bestvalue to its customers, employees, business partners and shareholders

Values:

Commitment to Total Customer Satisfaction:

Customers are at the heart of our success. They have placed their trust and confidence in us.

In return, we strive to anticipate their needs and deliver service, quality and value beyond

their expectations.

Passion for Business Excellence:

We strive for excellence in all that we do. We aspire to the highest standards and raise the bar

for ourselves everyday. This commitment to delivering world-class quality translates into

unmatched service and value for our customers and all stakeholders.

Trust & Integrity:

At Mobilink, we take pride in practicing the highest ethical standards in an open and honest

environment, and by honouring our commitments. We take personal responsibility for our

actions, and treat everyone fairly, and with trust and respect.

Respect for People:

Our relationships drive our business. We respect and esteem our employees and all

stakeholders. We believe in teamwork, empowerment and honour.

Responsible Corporate Citizen:

As the market leader, we recognize and fulfil our responsibility towards our country and the

environment we operate in. We contribute to worthy causes and are dedicated to the

development and progress of the society.

15



President and CEO

Rashid Khan

Premier Cellular Company:

Mobilink Pakistan Premier Cellular Company Claims be to have 10 Million Subscribers

nation wide what you call such a company pioneers giants whatever but the fact is that

Mobilink is the largest Cellular Company in Pakistan.

Mobilink being the pioneers of introducing cellular networks in Pakistan established

themselves as the major cellular company of Pakistan. Covering almost every city of

Pakistan.

Mobilink is giant is this the reason that they are still expensive as compare to other

companies like Ufone and Warid Tel. As people relay on Mobilink services that’s whyMobilink still charging high rates people specially business class hesitate to switch to other

cellular company.

Company is large and has the largest subscriber base in Pakistan. Mobilink recently started

GPRS services with RS. 500/month of unlimited usage this is the treat for GRPS users those

who want to take their office with them Mobilink give them ease with reason able charges.

Mobilink also started 3 friend and family number with a charge of 2.25/min still expensive as

compared to Warid but giving incentive to subscriber there is an additional cost of RS 25 to

add friends and family number which is not fair.

Mobilink has the good infrastructure and network is established well. Mobilink Website isdesigned to perfection and give impressions that professional are sitting behind to manage it.

Every thing is clear and described on the website navigation is clean and no one seems to be

lost on the web.

Mobilink is major cellular company and will stand in first place many years to come. With

professional approach and highly skilled staff behind Mobilink is the premier choice for

subscribers nationwide. The only problem I see with Mobilink is the call rates, which in my

point of view are somewhat high. As the competition is growing I hope the rates will be cut

down to attract more subscribers.

Mobilink GSM (PMCL), a subsidiary of Orascom Telecom, started its operations in 1994,and has become the market leader both in terms of growth as well as having the largest

customer subscriber base in Pakistan - a base of over 30 million and growing. We pride

ourselves on being the first cellular service provider to operate on a 100% digital GSM

technology in Pakistan that also provides state-of-the-art communication solutions to its

customers.

16



Mobilink offers exclusively designed tariff plans that cater to the communication needs of a

diverse group of people, from individuals to businessmen to corporate and multinationals. To

achieve this objective, we offer both post-paid (Indigo) and prepaid (JAZZ) solutions to our

customers. Compared to our competitors, both the post-paid (Indigo) and prepaid (JAZZ)

brands are the largest brands of their kind in the Pakistan cellular industry.


millions that much easy, we also offer a host of value-added-services to our prized

customers. At the same time, Mobilink places high importance to its coverage, which is why

we cover you in 8000+ cities and towns nationwide as well as over 120 countries on

international roaming service. In other words, we speak your language, everywhere.

2.1 Introduction

Mobilink being the pioneer of introducing cellular networks in Pakistan has established itself

as the major cellular company of Pakistan, covering almost every city of Pakistan with acustomer base of over 30 million. It is a subsidiary of Orascom Telecom, which has grown to

become a major player in the telecommunication market in the world. It is considered among

the largest and most diversified network operator in the Middle East, Africa and Pakistan.

Orascom Telecom has positioned itself as a leader in the region for its diverse GSM

operations, with various GSM support and Internet operations. [Note 1]

Orascom Telecom's operation in Pakistan, Mobilink, started its operations in 1994 and has

become the market leader both in terms of growth as well as having the largest customer

subscriber base in Pakistan.

Mobilink is a giant, the reason being that they are still expensive as compare to other companies like Ufone and Warid. As people rely on Mobilink services that’s why Mobilink

still charging high rates people specially business class hesitates to switch to any other

cellular company. (See Annexure A) Mobilink offers exclusively designed tariff plans that

cater to the communication needs of a diverse group of people, from individuals to

businessmen to corporate and multinationals. To achieve this objective, it offers both

postpaid (Indigo) and prepaid (JAZZ) solutions to its customers. Compared to its

competitors, both the postpaid (Indigo) [Note 2] and prepaid (JAZZ) brands are the largest

brands of their kind in the Pakistan cellular industry.


millions that much easy, it also offers a host of value-added-services. At the same time,

Mobilink places high importance to its coverage, which is why it covers more than 1200

cities and towns nationwide as well as over 120 countries on international roaming service.

(About Mobilink 2007)

17



Mobilink has the good infrastructure and the network is established well. The Mobilink

Website is designed to perfection and gives an impression that professionals are sitting

behind to manage it. Every thing is clear and described on the website, navigation is clean

and no one seems to be lost on the web.

Mobilink is a major cellular company and will stand in first place many years to come. With

professional approach and a highly skilled staff behind it, Mobilink is the premier choice for

subscribers nationwide.

2.2 Telecommunication Industry of Pakistan: (A History perspective and Overview)

There has been phenomenal growth in the Telecom Sector in Pakistan, especially in cellular

mobile communication and in the Internet. The cellular mobile subscribers are continually

soaring and it has reached 45 million with 28.5 percent penetration. Overall tendency of the

country has jumped to 35.8 percent in 2007 from the mere 2.8 percent in 2001.

Since 1990, the cellular industry in Pakistan has gone through many ups and downs. Until

1997, its growth was slow due to non-conducive regulatory policies, lack of local expertise,

little or no effort to target masses, reluctance of major investors, unstable political conditions

and security issues. The industry gained momentum after the introduction of prepaid regime

in 1997 [Note 3] and granting of a license to Ufone. Gradually, the service providers have

enhanced their capacity both in area coverage and quality. Major reasons for this rapid

growth have been network expansion, reduction in entry costs and central excise duty, and

aggressive marketing.

In Pakistan, cellular companies have mostly been focusing on major cities, with a minor effort to offer coverage in rural and less privileged areas. Seventy percent of the business

comes from the four major cities i.e. Karachi, Islamabad, Lahore and Faisalabad. [Note 4].

The development of the telecommunication sector owes much to the contribution made by

the cellular companies, foremost amongst them being the pioneering role played by

Mobilink. The company has successfully transformed an initially slow-paced industry, into a

booming industry through aggressive investment and expansion of coverage present in more

than 1500 cities towns and villages of Pakistan. Pakistan is South Asia’s fastest growing

telecommunications market. This rapid increase of customers has positioned Pakistan third in

the fastest growing countries in this region following the heavily populated countries of

China and India.

Table 2.1 Employments and Foreign Direct Investment in Telecom Sector

18



Service

Direct

Employment

(20,000)

Indirect Employment

((350,000)

Foreign

Investments in

Next 3 to 5 years

Mobile 5,000Venders, Franchises and

distributorsUS$ 2-3 billions

Fixed

Line

Telephony

15,000

LL (5,000),

WLL

(8,000), LDI

(2,000)

Pay Phone (PCOs)

Venders, Customer Service

Centers, Call Centers and

Distributors

US$ 3 to 5 billions

Source: Home-Pakistan Telecommunication Authority http://www.pta.gov.pk/index.php?

option=com_content&task=view&id=361&Itemid=590

Now with entrants such as Warid and Telenor on it sheets, it is facing a number of challenges

and it will have to improve its offerings and service if it wants to retain its top position. Thusas the competition among the mobile providers heats up in Pakistan, they are coming up with

new packages to attract and retain customers.

Table 2.2 Total Numbers of Subscribers of the Cellular Services

Years TelenorZong

GSM

Zong

AMPS

Instapho

neMobilink Ufone

Total No.

Warid of

Subscribers

00-01 0 0 96,623 220,000 309,272 116,711 0 742,606

01-02 0 0 218,536 330,000 800,000 350,000 0 1,698,536

02-03 0 0 319,400 420,000 1,115,000 550,000 0 2,404,400

03-04 0 0 470,021 535,738 3,215,989 801,160 0 5,022,908

04-05 835,727 508,655 924,486 254,147 7,469,085 2,579,103 254,540 12,825,743

05-06 1,589,453758,698 939,986 189,547 14,455,295 4,565,265 648,648 23,146,892

06-07 2,063,152767,212 941,110 115,125 30,105,212 5,054,5481,269,957 40,316,316

Source: Industry Analysis Report 2005 by Economic Affairs Section

Pakistan Telecommunication Authority

2.2.1 A Cellular War

"It is the beginning of a war," said an analyst with KASB Securities in Karachi, describing

the marketing effort. The first mobile phone users in Pakistan were foreigners and the rich

19



who could afford to buy a handset for $500 and pay half that much again to get it connected

nearly 15 years ago. But a paradigm shift in consumer perceptions has suddenly taken place.

The Cellular operators will have to come up with new packages, not just because of this

overwhelming response to Ufone but the competition coming up in the future.

2.2.2 New Companies

Norwegian telecoms firm Telenor has announced it plans to invest $1 billion over five to

seven years for a new network in Pakistan.

Telenor offers the best quality of any network in Pakistan. The network is built to Western

European standards. Telenor Network is being expanded at a very fast rate. Telenor will also

never claim to have coverage in a city or area before the quality is up to Telenor standards,

even though there may be a signal there.

The second new firm is Warid-Telecom, a Pakistan-led and Dubai-backed group. Each will

have to invest $300-$400 million on networks, with capacities of three to four million

customers.

The stakes are very high. No one wants to lose the game. It is a numbers game, like who has

how many subscribers. After all, they are all offering the same thing.

2.2.3 Market Shares

o Mobilink 61%

o Ufone 15%o Zong 8%

o Warid 8%

o Telenor 8%

2.3 Role of the Telecom Giants in Pakistan Economy

Recently the telecom sector in Pakistan has attracted a lot of attention from international

investors - and for the right reasons: it is one of the fastest growing sectors with a huge

potential market. Looking at the billboards and media advertisements of mobile phones in

Pakistan it is hard to believe that until a few years ago there was no one else but PTCL

monopoly.

The government is determined to make use of this opportunity to attract foreign investment.

Table 2.3 Telecom Sector share in GDP (%)

20



Years Percentage Share of GDP

2000-01 1.6 %2001-02 1.6 %

2002-03 1.7 %

2003-04 1.7 %

2004-05 1.9 %

2005-06 2.0 %

2006-07 2.2 %

Source: Home-Pakistan Telecommunication Authority http://www.pta.gov.pk/index.php?

option=com_content&task=view&id=648&Itemid=600

Cellular or mobile services started with only two operators i.e. Instaphone and Zong, now

there are six companies in cellular operation, leading towards a very tough competition

among them, resulting in lowering prices and improved quality and service. (See Annexure

B). Mobilink introduced the GSM technology for the first time that improved security and

efficiency. Cellular service has witnessed sharp jump in subscriber base. It is fast replacing

the conventional copper wire telephony. (See Annexure C)

Mobilink has the exclusive distinction of being the only cellular company in Pakistan to have

spearheaded the development of the telecommunication sector to unprecedented heights since

coming into operation a little over twelve years ago.

The overall picture of Orascom/Mobilink is that of a strong and aggressive company which is

competing effectively against its global competitors. With all the risk Orascom takes, it is

well-suited for those investors who are not satisfied with playing it

safe. Till now Orascom investors have been rewarded well and there is no reason for this to

change in near future.

2.3.1 Employment

Telecom sector was declared as a priority area for employment generation and poverty

reduction by the Government of Pakistan in the year 2004. By issuing new licenses in the

telecom sector, approximately 370,000 direct and indirect employment opportunities were

created. Indirect employment was provided through franchises, vendors and distributors of

21



the telecom companies entering in the telecom market of Pakistan. (Home-Pakistan

Telecommunication Authority 2007)

2.4 Historical Background of Mobilink

Mobilink GSM started its operations in 1994 as the first GSM cellular Mobile service inPakistan by MOTOROLA Inc., later it was sold to ORASCOM, an Egypt-based multi-

national company. Orascom Telecom's operation in Pakistan, via Mobilink, started off in

1994 and has become the market leader both in terms of growth as well as having the largest

customer subscriber base in Pakistan

2.8 Core Values and Mission Statement

The Mobilink Vision states that:

To be the leading Telecommunication Services Provider in Pakistan by offering innovativeCommunication solutions for our Customers while exceeding Shareholder value & Employee

Expectations. Mobilink...Reshaping lives!

2.8.1 Goals

o Mobilink,s goal is to increase ARPU (Average Revenue per Unit)

o . Penetrate into the markets by product and pricing strategies. It started with

image positioning product but now they are getting into masses.

o Ufone has positioned its pricing relatively inexpensive to Mobilink. It is also

positioned for all the general masses.

o Instaphone have low price positioning. Instaphone is targeting the hip or

modern generation. They have also heavily supported event management.

o Zong has also a low price positioning. But its customers are rather confused.

They have undercut their prices, specially prepaid will be positioned as low.

2.9 Financial Information

The total profitability of the company has shown a leaping increase. Mobilink closed 2003

with 2 million customers and a balance at hand of Rs. 5,196,346,772. In comparison

Mobilink closed 2005 with more than 11 million subscribers with Rs. 14,213,912,663.

Currently the subscriber base has increased to 30 million. This makes Mobilink the largest

telecommunication service in Pakistan. (Quarterly Audit report 2007) (See Annexure D, E,

22



F). Mobilink continued to grow during the first quarter of 2006, and added approximately

three million customers, with an average of one million customers per month. This was

accompanied by the growth in network resources. During the quarter, Mobilink added six

new switches and more than 550 cell sites. By the end of the quarter, Mobilink’s services

were available in 500 cities across the country connected by a network of 4,200 cell sites and

40 switches. Throughout the quarter, Mobilink continued to introduce new products.

Mobilink introduced Jazz Octane; which was a significant step towards strengthening the

Jazz brand. The offer was aimed at the youth segment.

During the third quarter of 2006, Mobilink added over 3 million new customers to its

network continuing its aggressive growth rate by adding an average of 1 million customers

per month. By the end of the third quarter Mobilink’s total customer base reached 20.2

million customers. The growth was complimented by a similar growth in network resources.

During the quarter Mobilink added 9 new switches and more than 509 cell sites. By the end

of the quarter the total network infrastructure consisted of approximately 4,860 cell sites and45 switches providing coverage in more than 1,200 cities towns and villages across the

country. In July the Pakistan Telecom Authority proceeded to its yearly resetting of the

interconnect tariffs by reducing it from 1.6 Rupees to 1.25 Rupees.

The third quarter saw Mobilink launch a number of initiatives to further strengthen its market

position: Mobilink launched a segmented offering for women under the brand name of Jazz

Ladies First, following the success of Jazz Octane. Moreover, it introduced per 30 second

billing for Jazz Budget. Mobilink also revised its postpaid rates to further strengthen its

competitive position in the high end corporate market. This revision was further strengthened

by a significant reduction in international calling rates for postpaid Indigo customers. Withthis price revision Mobilink also offered Indigo customers discounts on weekends and

discounted calls to a selection of friends and family. This price revision was followed by an

international rate offering for Jazz prepaid customer. (Mobilink – Wikipedia, the free

encyclopedia, 2006)

By the end 3rd quarter, 2007 the revenue totaled 280.2 million USD that makes around Rs.

15,012,000,000 approximately. (Audit report, 2006)

Diagram 2.2 Profit Growth of the PMCL Group over the Past Four Years

23



123456789

10111213141516171819

20212223242526272829

2004 2005 2006 2007

Year

Total Balance in Pak Rupees

(Billions) Profit of the year

Balance brought

forward fromprevious year

Sou

rce: Self-developed

2.10 Achievements and Awards

Mobilink received the Research in Motion (RIM) award for the successful launch of the

Blackberry service in Pakistan. As the exclusive provider of Blackberry service in Pakistan,

Mobilink has a distinct advantage in the corporate segment over its competitors. Blackberry

services, have allowed Mobilink to aggressively explore data revenue streams but also

strengthen its position in the voice market as well. Mobilink revenues increased by 50%

year-on-year and 12% over the last quarter. Mobilink was awarded the license to operate in

Azad Jammu and Kashmir on June 27, 2006. The concession was awarded for a payment of

USD 10 million.

Super Brands:

Today Mobilink – a company at the forefront of technology stands tall with the world's

strongest brands. Pakistan’s favourite cellular service is the first ever-cellular network to

have been awarded with the ' Super Brands' accolade. Reliability, innovation, growth and

performance above and beyond others are what set us apart. We thank all our family

members for making Mobilink indigo and Mobilink Jazz achieve the super brand status.

Mobilink indigo, The Ultimate Postpaid Experience:

Explore the next level of personalized and value-driven services that come together as the

indigo experience. Enjoy value that remains unrivalled with an enhanced indigo lifestyle that

better delivers on your business and personal communication needs. Experience an array of

services exclusive to indigo, which are contoured to become your absolute expression.

Latest Offers:

24



Mobilink indigo brings you a brand new, virtually unlimited tariff package that will have you

talking for hours, with free minutes across all networks for a fixed bill at the end of every

month.

Jazz introduces, Apna Jazz Connection ON Karein, made specifically for those of you who

have not yet had the chance to experience our new rates. We have already posted anunconditional Rs. 30 worth of balance to those of you who have not used your Jazz

connection since March 15th. Now experience the new Jazz rates and use this Free balance in

any way you like.

But that’s not all...

Everyone who has received the 30 rupees is eligible for even more free balance. To be

eligible, you simply have to recharge and Mobilink would match the recharge amount.

Rewarding users for there continued loyalty; this campaign is bound to win back those of you

who had moved on.

Jazz, your connection for life.

Terms and conditions:

100% extra free balance will be given on the first recharge only

Maximum amount of extra free balance to be given to any subscriber will be

Rs.300.

In case of any recharge the bonus amount will be posted in subscriber’s

account in 4 days. Any amount of more than Rs. 75 will be staggered over a

period of 2 months i.e. Rs. 75 after 4 days and rest will be given 30 days later.

This limited time offer is valid till 25th May 2008.

Jazz Share will not be available to all these subscribers during the promotion period.

All government taxes apply.

Jazz heats things up this summer with Jazz SMS fever! Now with rates as low as 1 paisa

per SMS, all our valued customers can text to their hearts’ content! With 3 different

packages available for all Jazz users, you can choose your own SMS package and enjoy

these SMS rates throughout the month!

Please find below the details of the SMS fever packages:

Rs. 100

Unlimited SMS for 1 month

Rs. 50

500 SMS for 15 days

25



Rs. 15

100 SMS for 7 days

2.11 History of Sales Department.

Sales Department of Mobilink was established in the year1994 as company established in

Pakistan. The owner of the Mobilink is Naguib-Sauurirs. Vice President of Sales department

is Irfan Akram. (Interview withUzair, S.A.28 November 2008)

The Sales Department offers Prepaid/Postpaid connections, Scratch cards, Pco, s, Black

Berry etc . It makes use of the ICRM of Mobilink GSM to respond to various customer

queries and needs.[Note 5]There is also an automated billing system; being a part of the

Microsoft BizTech Server 2002 for the franchises to facilitate the postpaid billing of the

customers that is easily updated into the main system via the network.

Its customer service includes among many others the:

Change of SIM

Change of ownership

Scratch Cards

GPRS Activation

IR activation

SIM lost

Billing queries/complaints

Incoming/outgoing calls blocked

2.12 Products /services of Mobilink

26



Mobilink have two products

Jazz

Indigo

Call and Control

Services offered:

MOBILINK GSM has always been the market leader when it comes to

introducing state-of-the-art communication solutions for its customers. We are

continuously adding up to the range of our Value Added Services, all for your

convenience.

The Value Added Services (VAS) Section will familiarize you with the new

services you can now benefit from, which will give you all the freedom you

need, making mobile communications more exciting, convenient and

enjoyable. This section will walk you through services, which are not only

useful but also cost-effective for both your business as well as personal use.

These include the very basic yet indispensable services like Voice Mail to the

more innovative and sophisticated ones like G-Mail.

We are confident that our innovative and exciting new services will bring

about a revolution in the way you look at mobile communications.

Following are the major services

• Caller time identification

27

http://www.mobilinkgsm.com/Postpaid.htm

http://www.mobilinkgsm.com/Jazz.htm



• Call waiting

• Call holding

• Call forwarding

• Short messaging services

•

Fax and data services• International rooming

• 0300 single access code

• News information services

• Mobilink(GSM)G mail

• Ansa call

• Tellular

• Superior security in billing

Major Clients/Customers

Mobilink has about 60% market share.

Number of customers

Total numbers of subscribers are about 3.9 Million. The major customers are

from jazz package.

Type of customers

Major part of corporate sectors

Armed forces

Business community

Govt. organizations

Teen agars using JAZZ

Students

99% of embassies

Shopkeepers

Bankers

28



Mobilink coverage

Mobilink has extended its coverage to major cities of Pakistan including

Islamabad Lahore

Karachi Quetta

Hyderabad Sakkur

Rawalpindi Peshawar

Mardan Kuhaat

Abbotabad Gujranwala

Sialkot Faisalabad

Multan Rahim Yar Khan

Bahawalpur Sadiqabad

Sheikhpura Murree

Gujrat Hassanabdal

Nowhshera Bahawalpur

Jhelum Gujar Khan

And Lahore /Islamabad Motorway.

Sales channels:

RegionNo of cell sites

North 156

South 298

Central 359

Region No of switches

North 2South 2

Central 3

North 35 franchise outlets

South 31 franchise outlets

Central 51 franchise outlets

29



2.13 Customer services centers

Mobilink currently has 10 CS centers all over the Pakistan

Organization, Management & Performance.

Mr. Rashid Khan CEO/president heads Mobilink. He was appointed as new

CEO of Mobilink to carry forward the success story of Mobilink .He assumed

responsibilities from Dec1st 2008. A bright and dynamic officer who

embraced the problems of the company as a challenge in terms of quality and

integrity. Prior to this move he was the executive officer, operations for

Orascom telecom in Cairo, and was responsible for strategic planningcommercial operations technology it human resources and corporate

governance for the group’s telecom and technology companies.

CHAPTER 3

Marketing

CEO\President

Rashid khan

30



3.1 Introduction

Marketing is a total system of business activities designed to plan, price, promote, and

distribute want-satisfying products to target markets in order to achieve organizational

objectives. There are two significant implications of Marketing.

1 Focus: The entire system of business activities should be customer-oriented.

Customer wants must be recognized and satisfied.

2 Duration: Marketing should start with an idea about a want-satisfying product and

should not end until the customers’ wants are completely satisfied, which may be some time

after the exchange is make. [J. Etzel, J. Walker, J. Stanton; Marketing 13th Edition. McGraw-

Hill]

3.2 Marketing Management at Mobilink

The Marketing Strategies at Mobilink are considerably in sync with the contemporary

Marketing Strategies in the world today. Orascom telecom and Mobilink represent an overallpicture similar to that of a strong and aggressive company, which is competing effectively

against its global competitors through its competent management. With all the risk it takes, it

is well-suited for those investors who are not satisfied with playing it safe.

The belief at Mobilink is that "Our Customers are our valuable assets. We have to provide

better quality services according to their needs and wants". [Note 6]

3.3 Market Analysis.

All mobile phone operators in Pakistan have two basic types of connections i.e.

Prepaid

Post paid.

Mobilink has a separate brand name for value added services called “Power Tools”.

In the industry there are 2.4 million subscribers of mobile phones. Out of which 8% are of

Post paid and 92% of prepaid connections.

3.4 Positioning

Mobilink has positioned itself as a Premium Image Company, which caters mostly the upper

and upper middle class.

31



3.5 Market Segments

Mobilink has two broad market segments:

o Business Users, which prefer Post-paid (Indigo)

o Social Users, which prefer prepaid connections (Jazz).

3.6 Products/ Services and Product/ Services Strategies

3.6.1 Post paid Connections

The reasons for selecting post paid connections have been probed by different researches

carried out by Mobilink’s research department that people buy post paid connections mainly

to get rid of the card hassle, plus to keep a track of the calls made during the month. The

main reason for business users having post paid connections are that the airtime rates are low

in case of Post Paid connection.

3.6.2 Prepaid Connections

The main benefit which people find in pre paid connections is that there is no hassle of

monthly billing. Secondly budget control. And thirdly incoming calls are free for six months

even without outgoing facility. Telecom Deregulation Policy: the telecom deregulation

Policy has been announced in which the operators will have limited mobility only in the

vicinity. This range is basically positioned for PCOs.

3.6.3 Product/ Services Strategies

3.6.3.1 Vision – 2007

To make indigo the only and best choice of the post paid market

3.6.3.2 Overall Objective

1. Brand Building and Consolidation

2. Maintain Leadership

3. Develop ‘Extreme’ stickiness/retention

Indigo base having the highest market share of near to 90% is the most attractive area for

new entrants and existing operators. Also with number portability it becomes even morevulnerable.

Maintain the current image platform as aspiration to stand out in the clutter. Competition

does not have post paid as an established brand identity and hence the opportunity to

capitalize and re-enforce. Adapt a head on and a very aggressive approach towards

competitor activities, while defending their own base through loyalty based schemes

32



3.6.4 Brand Strategy

2004 to date has been a solid year for Jazz. Maintaining its leadership position, Jazz has been

able to achieve the aggressive targets via holistic push and pull strategies. Despite fierce

competition, Jazz has been able to continue with its dynamic growth.

The dual strategies for meeting business plan objectives are as follows:

• Aggressive acquisition of profitable subscribers

• Churn minimization with special attention to retention of high value consumers

The above strategy needs to be carried out following the below mentioned principles

• Segmentation leading to packages, services

• Consumer Relatable Communication

In order to do this, the following are the recommended plans

3.6.4.1 Jazz Thematic

We need to create an affinity to Jazz users via a Jazz thematic communication. To this end,

we have already conducted research and will transform learning into a winning concept for Jazz. The core message is that people everywhere use Jazz and are part of a larger

community, always connected.

3.6.4.2 Future Strategic Planning

1. Image building campaigns to continue on the same platform, extending it further to

involve individual family members expanding the reach

2. Explore and capitalize on the business angle for Indigo with a separate positioning

and campaign

3. Branded shows and programs with selected channels creating the 360 degrees link

4. Retention programs targeting customers with revised discount policies, churn

prevention tools using our own products and services as the key tools.

5. Package positioning tailored to need state and communicated likewise to the right

target market

6. Use the VAS platform more aggressively on indigo using GPRS as the main value

addition

7. SME related offers

8. Promote cellular devices under the business platform

9. Dedicated indigo sales teams

10. Large scale exclusive show on the lines of LSA to maintain the leadership andimagery platform, followed by quarterly balls/dinners with top end customers in each

region.

11. Very high end handset as giveaways for top 9% of customers (Indigo Club)

12. New acquisitions: Introduce contracting concepts bundled with handsets of your

choice at a walkway cost

13. Quarterly upgrading of Loyalty program: Offers/deals Go International

33



14. Superior and dedicated CS services / Phone Trainer Concepts/ Customer Accessory

education

15. Laptop cards with GPRS

3.7 Pricing Strategies

As mentioned above, pricing will be a key lever, with all sides manoeuvring to various

degrees to gain customers with high value products.

The main advantage Mobilink enjoys here is the on-net advantage. Given its 61% market

share, most of the calls made to cellular numbers are to Mobilink – and the most cost

effective way of making these calls is to make them from a Mobilink phone. In 2005 they

have been cautious of driving home this point as this attracts attention to their market size

and raises concerns of anti-competitive practices. But as the other players start to harp on

their prices, they need to start highlighting this effect as they go along.

In any case, the advantage could be short lived. PTA is looking at cost-based interconnects

and will be putting pressure on Mobilink to reduce interconnection charges with other players.

In this overall scenario of a decreasing price trend they will need to offer some measure of

price discounts to match the competitive field. It is important for Mobilink to not resort to

across the board cuts that dilute ARPUs. Instead, what is needed is a more segmentation

based approach. The segmentation here will be different from the segmentation used for

branding purposes. Here the segmentation has to be along the value / interaction framework,

i.e. divide the consumers based on their usage ad offer them better prices at higher volumes.

On the postpaid side they already have such pricing in place – but on the prepaid side this

will present a much bigger challenge.

One prerequisite for implementing such schemes on the prepaid side is the availability of

real-time customer usage data. With the availability of the data warehouse early next year,

we will be in a position to tap into exactly such data. Armed with this information, the

following options are being looked at:

1. Step Charging: Charge the caller a lower rate from the second minute onwards

2. Text and voice bundles: Allow users to purchase just the services he needs at the rate

and in the quantities that makes sense for him

3. Tariff per usage: Charge the caller a lower rate once he reaches a certain calling

threshold in a month4. Night & Weekend packages: Charge special rates for specified days and timeslots

Mobilink has fortified itself to some extent in this area by taking the bold decision of

removing long distance charges, but more will need to be done. This is an area where the

competition can move quickly and aggressively. While coverage will take time to expand and

brands will need time to be become established, pricing changes can be instituted very

quickly if needed.

34



3.8 Promotion

3.8.1 Media

• Smart Media Buying

• Increased presence

3.8.2 Retention Programs

They need to identify our key customers in each segment and design retention plans for each

of them.

Specific Activities include:

1. Leadership share of voice in all media

2. College Marathon

3. Tier 2 city activities

4. Friend & Family

5. Member get Member 6. Music Platform

7. Cricket Exploitation

8. Jazz Segmented Rewards program

3.9 Distribution

• Mobilink believes in an Extensive and Intensive distribution Strategy.

• Ufone on the other hand has a limited network service. It would expand its

distribution network accordingly.

• Zong and Instaphone share their networks. Their distribution networked had

been outsourced.

• Move channel commissions from purely acquisition to retention model

• Encourage channel to move from walk-in sales towards pro-active selling

• Increase the role of channel in postpaid

• Lock in channel

3.9.1 Coverage

Given the difficulties of site acquisition, especially in the more remote locations, the mostsensible strategy for the new players would be to focus on large city centers and try to

achieve a better quality of service before moving to the smaller towns.

Once they are established in the main cities, they could try to grow in all regions of the

country simultaneously, or they might choose to consolidate one region at a time, e.g. Central

Punjab. Here it looks like central Punjab might well be an area where they try to quickly gain

35



high coverage. Given the population densities and proximities of towns, this will enable them

to cover more cities faster and also bring them more consumers per site.

But while the job for the new players is mostly uphill, we must remember the Ufone and

Zong are already present in a 81 and 170 cities respectively and will be trying very hard to

follow Mobilink throughout the country.

There are also indications that the new competition is planning to join hands in expanding

their networks through infrastructure sharing.

3.10 External Environment

Government intervenes in the policies of mobile phone operators through one body- PTA

(Pakistan Telecom Authority). PTA makes sure that there is a level playing field in all

operators. Ufone is a subsidiary of PTCL; there is a good chance that PTCL will help Ufone.

PTA makes sure that there are same rules for all operators. It keeps a close eye on

performance of cellular industry to safeguard the customers’ rights.

The government has defined certain parameters within which the operators have to

work. Such as the Airtime charges should not exceed Rs. 5.5 and to reduce Roaming

charges.

PTA also deals with interconnect problems between operator.

3.11 Sustaining the Mobile Cellular Growth in Pakistan.

Pakistan’s Cellular Sector has registered tremendous growth during the last three years.

Various development stages, during which an industry evolves, as in a normal industry

business cycle, have either been skipped or bridged quickly for Pakistan telecom industry.

This growth, as a whole, is heavily tilted towards mobile, since investments made in the

segment are far higher than any other segment of the industry. Basic telephony and value

added services have their own specified markets and the industry life cycle is taking a

comparatively steady pace.

While measuring the social and economic impact of unprecedented growth in mobile sector,

it has become obvious that the impact is positive and evenly distributed to related areas.

Provision of access to many of the underserved areas is perhaps the most noticeable benefit

of this growth in Pakistan. According to a Pakistan Telecom Authority (PTA) decision,

people are allowed to use mobile phones as PCO’s where no fixed access is available.

Similarly proactive initiatives by cellular operators are also bringing positive impact on the

social transition, such as Mobilink’s collaboration with Khushalli bank for provision of

mobile PCO’s in rural areas. Therefore communication needs of a common man are now

36



satisfied more conveniently than before. Going in to more sophisticated use of mobile by

urban community, access to any information is now in the hands of people where on one

hand they are surfing the World Wide Web and on the other hand they have better access to

time sensitive information – such as updated stock market quotes. All this has resulted in

massive job creation not only in mobile sector itself but also in ancillary industries. Network

expansion and increased subscriber base has also boosted government revenues. According

to estimates, total investment made in mobile segment till the end of the year 2004-05 is

approximately US$ 880 million. Mobilink, Instaphone and Zong are planning to invest US$

500 million to US$ 1 billion in Pakistan in the next 2 to 3 years, mainly in their network

expansion.

Currently there are six mobile operators in Pakistan, of which Instaphone, Zong, Mobilink

each are a decade old and Ufone is aged at four years, while Telenor and Warid Telecom

have recently launched their operations. The year 2004-05 commenced with intense

competition among existing mobile operators. Price cuts were made and value added services

were offered, including bundled offers of handset and connection, discounts on purchase of scratch cards through bonus airtime and similar incentives that resulted in growing mobile

phone euphoria in the market.

As of September 2005, total mobile subscribers stand at 17.7 million whereas a year ago it

was less than 5.5 million, indicating a growth rate of 154% till June 2005. Mobile subscribers

per 100 inhabitants of Pakistan is approaching 10.1 (Aug-05) showing more than 3 times

more penetration than fixed line, which stands at 3.4 per hundred inhabitants of Pakistan.

There is a record growth in the sector and average subscribers addition each month in the

total subscriber base is approximately one million. Correspondingly there has been increase

in revenues for the operators. Total revenue earned by mobile operators at the end of year 2004-05 are Rs. 58.03 billion, which is almost 40%of total telecom industry revenues for the

same period. Average revenue per subscriber, however, has been on a plunge with current

Average Revenue per User at US$ 6. Decrease in ARPU, mainly, is due to decrease in

airtime tariff. Total investments made in the mobile sector were more than US$ 882 million

which is approx. 86% of total investments made in the telecom sector.

In addition, rate reductions by mobile operators have resulted in increase in minutes of usage

(MOU) per subscriber, including international & domestic incoming and outgoing - for the

year 2004-05, total traffic generated on mobile networks was 14.04 billion minutes. Average

minute per user per month stands at 155 during the year 2004-05.

6 mobile operators cover currently more than 350 cities, with highest mobile penetration in

Sindh province, which stands at 11%. Similarly, there has been enormous increase in

capacity and coverage through installation of new cell sites.

Closely analyzing the growth in mobile cellular sector and large un-tapped rural population,

it is expected that the exponential growth in mobile sector would continue. Timely launch of

Telenor and Warid, ongoing expansion of Mobilink, renewal of Instaphone license,

37



privatization of Ufone parent company PTCL, launch of Zong GSM and reduction in

government taxes and handset prices are all right ingredients for best possible growth

patterns any mobile sector can desire. It is estimated that at the end of year 2005, the mobile

subscriber base would be around 20 million.

Diagram 3.1 Pakistan Mobile Forecasts.

Rapid expansion of mobile networks and unprecedented growth in number of subscribers has

resulted in number of issues for the regulator, the operators, public and government. These

include increased environmental hazard due to large number of cell site towers, tax levied by

civic bodies for installation of these cell sites, frequency conflict of operators with radio

jamming devices, cut throat marketing competition, price wars, data security issues and

maintenance of Quality of Services. To address these issues accordingly, appropriate polices

are needed to be chalked out, such as; sharing of base stations by operators, directing civic

bodies to help operators, approval for installation of jamming devices, regulating prices of

market leaders, ensuring possible ways for privacy of operator’s data, and regular quality of

service surveys by regulators and third party assessments for ensuring good quality of

services.

Gleaming current figures and magnified future forecasts are supportive of mobile cellular boom in Pakistan. Keeping the above highlighted issues in mind there is a possibility that this

current upbeat in the sector might slow down. With high roll out, operational costs and

regulatory charges (setup, licensing etc), the new operators would not like to loose the game.

Similarly current operators also need to keep up with new operators for their competitive

edge. Provision of basic cellular service in order to maximize profits may be the main

objective of all operators. To mitigate effects of lower ARPUs and churn rate, the operators

38



would have to expand to un-served areas since mature markets (metropolitan cities) are

already showing highest penetration level. Similarly, product differentiation can be an

effective tool to increase subscriber base. This differentiation may be mobile banking facility,

money transfers, payment of utility bills via mobile, internet access at low rates, location

based services, content in local language, business on move (corporate emails access) and

vehicle tracking system etc.

Besides to continue this growth pattern PTA, the regulator, in addition to current initiatives

also stress on areas such as regulating SMP operators, providing firm dispute resolution

mechanism, implementation of anticompetitive rules and international quality of service

parameters, easing consumers through proper complaint mechanism, and using Access

Promotion Charges from this segment for rural telecom development. All this would result

in a win-win scenario in the long run where consumers would have maximum access in

minimum price, operators would be able to grow their business and government would

benefit from increased tax revenues. Following the right recipe, current boom in the sector

can well be sustained.

CHAPTER 4

DEPARTMENTALIZATION

Major Departments

1. Finance Department

o Credit and collection

o Procurement imports

o Revenue assurance

2. Customer Services Department

39



o Customer services operations

o Customer services system

3. Commercial Department

o Marketing

o

Direct saleso Indirect sales

4.Technical Department

o Switching

o Operation / operation support

o Logistics

o Infrastructure

o Systems planning

5. Information Technology Department

o Billing

o IT

6. Human resources

7. Administration and legal affairs department government

Relation department

8. Internal audit department

Main Departmental functions

Customer services

Operations

o To facilitate and guide the customer

o To resolve customer’s queries, requests and provide optimal solution in

minimum turnaround time, keeping both companies and customer interest in

focus.

40



o To inform and update customers about upcoming promos, VAS and products.

o To minimize churn and increase revenue.

System

o The call center employees help solve the problems of customers on

telephone.

o Identify and resolve root causes of chum and strive to minimize churn.

Marketing

o Develop and execute regular promotions

o Brand management

o Ensure successful new city / product campaign launches

o Public relations

o International roaming

o Value added services

o Strategic planning and pricing

o Monitor competitor pricing and other activity and report back

o Market research

o Sales analysis

Sales

Indirect sales

o Manage the franchise network

o Ensure achievement of sales target of franchise

o Coordinate with other departments for development programs

o Training of franchise staff

Direct sales

o Meet assigned sales targets through out the year

o Maximize customer satisfaction and minimize churno Generate new accounts and manage old ones

o Strong follow-up

IT /Billing Department

41



o Networking

o Operating systems

o Software development

o Resource applications

o

Network securityo Billing

Internal Audit Department

o Audit internal systems and processes

o Fraud prevention

o Introduce control mechanisms

o Revenue assurance

Finance

o Operations

o Corporate accounts

o Bank reconciliation

o Treasury

o Budgeting and corporate affairs

o Credit and collection

o Procurement and contracts

Technical

o

Maintain and operate the GSM cellular network consisting of 900 basetransceiver sites and 9 mobile switching centers

o Plan and roll out network expansion as per the commercial target (e.g. 1.5

million subscribers in 2004 translates into 650 new sites and expansion into

50 new cities)

o Work closely with commercial and IT department to launch new services and

cities.

42



Human resources

Employee services

o Payroll information

o Leave and medical record

o Final settlements and provident fund

o Policies and procedures

o Employees record and recreation

OD and effectiveness

o Training plan

o Talent management

o Performance management

o Employees retentation

o Orientation employee communication

Staffing and compensation

o Staffing plan and HR budgetingo Management trainee and internship program

o Interviewing and selection

o Headhunters

o Compensation, benefits and incentive

Administration

o Office maintenance

o Travel and accommodation arrangement

o Stationery requirements

o Courier services vehicle maintenance

o Janitorial services

o Event management

43



o Cafeteria arrangements

Performance of the organization

Cellular mobile subscribers in Pakistan

Year Instaphone

MobilinkZong PTML Total

1995-96 20950 16385 30703 68038

1996-97 43029 52600 39398 135027

1997-98 53184 82912 60000 196096

1998-99 108058 87556 70000 265614

1999-00 112000 114272 80221 306493

2000-01 220000 309272 96623 116711 742606

2001-02 330000 800000 218536 350000 16985362002-03 420000 1115000 319400 550000 2404400

Dec, 03 491011 2015647 333169 555372 3395199

Organizational Structure

Organ Gram Silk Telecom

SILK TELECOM

44



Corporate Profile

The Corporate hierarchy consists of:

President and CEO: Rashid Khan.

Chief Finance Officer: Arshad Saeed.

Chief Information Officer: Tariq Rashid.

Managing Director

General Manager

FinanceOfficer

Manager

Senior Customer

Relation Officer

Senior Finance

Officer

Senior Admin

Officer

FinanceOfficer

CR Officer

CR Officer

AdminOfficer

AdminOfficer

45



Chief Technical Officer: Merius.

Vice President Administration & Human Resources: Ali Raza Mehdi

Chief Officer Government & Regulatory Affairs: Agha Qasim.

Vice President Sales: Irfan Akram

Vice President Marketing: Bilal Munir Sheikh Vice President Strategic Planning, Business Development & PMO: Amir Ibrahim

Head of Customer Services: Mustafa Peracha

Mobilink GSM PMCL has its Head Office in Islamabad, with a network of franchises and

business centers in the country. Mobilink has seven divisions namely:

1. HR Division

2. Marketing Division

3. Finance Division

4. IT Division

5. Customer Services Division

6. Sales Division

7. Strategic Planning Business Development Division

Each division has its own operations conducted by its employees and integrated to make a

unified whole. (Interview with M. Ahmed Khan. 13 November 2007)

Administrative structure

Mobilink is led by Rashid Khan who is the President and the CEO. Mr. Rashid took over

Mobilink on 1st Dec 2008. Since then Mobilink has embarked on an aggressive growth

strategy.Each of the seven divisions has its Vice President, the Functional Head and Functional

Manager, Line Managers, Senior and Junior Officers, and the lower Staff. Mobilink has a

good infrastructure and the network is established well, with a very professional approach

and a highly skilled staff, which makes it the premier choice the subscribers.

46



CHAPTER 5

Analysis of the Report

An attempt to analyze the findings has been made based on the information that was obtained

during the internship at Mobilink GSM. The systems and practices carried out at the

organization were fully analyzed to identify the virtues and the shortcomings that may exist

in the system deployed.

A SWOT analysis of Mobilink GSM policies and practices has been conducted as follows:

5.1 SWOT analysis

5.1.1 Strengths

1. Mobilink is the pioneer cellular service in Pakistan and thus is at the top of the list of

Pakistani mobile companies

2. With 30 million subscribers it has the largest market share and its shares are listed on

the Egyptian and London stock markets.

3. Mobilink has good Infrastructure diversity, reach and the network is established well

4. It has only 3,500 direct employees to serve 15 million customers.

5. Mobilink GSM has one of the most attractive compensation packages in the entire

telecom industry.

6. By integrating its point of sale (POS) and back-end systems using Microsoft BizTalk

Server 2002, Mobilink has impressive information flow around the organization. It is

also delivering the best possible customer service.

7. The company Intranet serves as a major competitive advantage.

8. The HRIS (Human Resource Information System) is one of the strengths as it

eliminates many of the problems associated with keeping a manual record of over

3000 employees and provides convenience to perform HR functions by using the

information system.

9. ISO 9002 Quality Management System Certification for Billing, Engineering

Departments and CS Contact Center.

10. Implementation of a Full Intelligent Network (IN) platform from Siemens for theprepaid platform.

11. Bilateral roaming agreements signed with 61 countries around the world to have true

roaming service operational in 151 operators of the world.

5.1.2 Weaknesses

47



1. The call rates are some what high in comparison with the market rates.

2. There exists traffic congestion on the network, and the subscribers frequently get

network failure while trying to connect. This emphasizes the need for a rapid network

improvement.

3. The helpline proves to be ineffective in solving the subscribers’ problems.

4. Inefficient use of the grievance procedures by the employees and reluctance to offend

their bosses even under serious cases.

5. There is a single appraisal form for all employees who indicates the traditional way of

performance evaluation, it is important for the evaluation criteria to differ for some

jobs or else can give rise to improper evaluation and the loss of valuable talent.

6. Asynchrony between the standard policies of Mobilink GSM and those of its

franchises that can harm the company’s image.

5.1.3 Opportunities

1. The Declining Mobile Tariffs offer incredible opportunities to exploit for Mobilink.

For ordinary consumers mobile has become cheaper than ever, and it has driven down

the profits of all substitute competing players. Another angle is that mobile to mobile

traffic has increased as almost everyone carries a mobile phone now.

2. Latest trend is towards market segmentation by demographics, with sizeable

opportunities in:

Expanding the operations toward the rural areas, as this provides the most

lucrative untapped market in the country at present.

Product improvement

Bringing in new products3. Cost differentiation between mobile and landline is being changed and mobile is as

competitive as the land line.

4. Brain drain on the HR front; Companies face a threat of losing their best employees

to the competition who are willing to pay much higher salaries to them compared to

what they were getting previously. Valuable talent can be attracted with the help of

incentives and better salary packages.

5. Government has reduced the duty on the handsets and now there is open market for

handsets that can benefit the cellular companies beyond imagination.

5.1.4 Threats

1. New Entrants are emerging on the horizon such as the PTCL wireless.

48



2. Despite numerous barriers to entry, new firms some times enter industries with high

quality products, lower prices and substantial marketing resources.

3. Big and stronger companies are entering the market place like Warid and Telenor.

4. Ufone a major competitor with the second largest market share at present is

introducing new products and improving services.

5. Market is in the state of flux and in the price war situation between the players to grab

and retain the market share.

6. As a result of the better opportunities abroad, a high turn over of skilled human

resource can adversely affected Mobilink and serious efforts are needed to arrest this

trend.

7. Instability of country economy also effects the organization.

Analysis: Structure

Differentiation & Integration

Division of labor is high; Degree of specialization is also high. Organizational roles are

properly defined. There is no role ambiguity and no role conflicts. The jobs, the duties and

responsibilities of each employee are vividly defined. The span of control is narrow and

Horizontal differentiation is medium. There is high vertical differentiation because of tall

hierarchal structure. The integration level is high. They work in groups and teams. The head

of the commercial division has a group of people working under him as an integrating

department. The hierarchy of authority n the sales departments is that: Salesperson reports tosales manager, regional managers report to the VP of their functions, Directors report to the

Vice Presidents which report to the CEO.

Centralization and Decentralization

The authority in Mobilink is overall centralized but the middle and lower level managers are

allowed to make important decisions and the employees are provided with a broad

framework within which they are free to make their own decisions and take risks, as long as

they are consistent with the company’s mission and goals. The regional managers are free to

make decisions but the final authority to approve those decisions or suggestions rests with the

top management.

Standardization And Mutual Adjustment

49



The Standard Operating Procedures are defined in Mobilink but there is a room for mutual

adjustment. It is mutually adjusted because of the innovative and flexible environment. The

IT comes up with new features etc, so there is mutual adjustment. The employees done have

to stick to the rules and at specific times, can deviate from the rules only if they are in the

benefit of the organization. There is relatively more standardization because most people

follow SOP’s, as they are very clearly defined.

Organic & Mechanistic Structure

Employees at Mobilink work together and coordinate their actions to find the best way of

performing tasks. The Sales and marketing dept. keeps an eye on the market position and

informs the IT dept to come up with new features, which even the competitors are not

providing. Mobilink is facing a great competition and for that reason it has to keep track of

its competitor’s activities. Marketing department at Mobilink is one of the main sources of its

core competency. Mobilink has a competitive advantage because of its marketing dept. its

R& D, and its sales. Marketing and IT dept work in close collaboration to come up with new

packages and products. We can observe an element of joint specialization. The structure of

Mobilink is more Organic in Nature.

Further more, Mobilink has an over-all geographical structure and at regional level it has a

functional structure.

Analysis: Strategy

The findings mentioned in the above chapter reflect three types of major strategies employed

by the organization at various levels. Namely they are:

1) Corporate level strategy

2) Business level strategy

3) Functional level strategy

Corporate Level Strategy

As their corporate level strategy, they have entered into partnerships with different

organizations. On the basis of our findings, it appears that for the past few years (1999-2003), Mobilink had

a focus on internal growth. All this is evident from the fact that since the deregulation of the

mobile service industry of Pakistan, Mobilink has undertaken various efforts to ensure that it

changes its stance from concentrating on its existing market to growing its market presence.

The main reason for this change is mainly to keep up with the competition and to retain and

50



increase its market share. This transition is obvious in Mobilink’s repositioning itself and

hitting the market with a new face with the catchphrase “Reshaping communication”

With the threat of new entrants into the industry after the deregulation, Mobilink’s strategy

took a new turn. To keep abreast with the company, Mobilink took the following steps during

the last 2 years:

• Expanded its international roaming Service scope in 14 more countries including

Vietnam, Germany, Bangladesh, Ukraine, Iran, Venezuela, Nigeria, South Africa,

Ethiopia, Uganda, Sudan, Bahrain, Caribbean Islands. Bilateral roaming agreements

signed with 100 countries around the world to have true roaming service operational

in 151 operators of the world.

• PROMOTIONAL CAMPAIGNS LAUNCHED

JAZZ BUNDLE OFFERS: These bundles include a handset, a JAZZ connection and

airtime worth Rs. 200 INTERNATIONAL SUMMER PROMOTION: Discounted international tour

packages to Sri Lanka, Malaysia and Maldives

“JAZZ-AUR-SUNAO”, “LIFE MEIN JAZZ LAO” (a change in the marketing

strategy)

Indigo packages deliver nation wide cellular freedom at local Call rates

Exclusive deals to 6 northern area destination including Chitral, Galliat, Hunza,

Kaghan , Skardu and Swat.

Roam the World: year long promotion including travel to the Holy Land in Ramazan,

avail amazing offers at the Dubai Shopping Festival, be a part if the FIFA World Cupin Germany or visit Paris, Milan, London and NY.

Joint Promotional Agreements With Various Organizations

• JAZZ-HYUNDAI BUNDLE OFFER: Jazz connection and a latest Hyundai L-120 phone

set for only Rs. 2750

• Jazz member Get Member: Opportunity for customers to become the brand’s ambassador

and at the same time earn Rs. 400 in airtime. The new Jazz customer will also get Rs.100

free airtime.

• Mobilink’s Nokia 9500 offer

• MOBILINK-AVIS partnership: Mobilink joined hands with AVIS, a global brand and the

world’s leading car rental company to offer discounted car rental rates (locally as well as

internationally) to all Mobilink post-paid customers. Foreigners visiting Pakistan using

the Mobilink network for cellular services were able to receive a 20% discount on Avis-

Car rental Service.

• Mobilink and UBL launch online bill payment facility for Indigo subscribers

51



• MOB- Motorola V3 launch

• Mobilink –CITIBANK Joint Promotion (free INDIGO and Call n Control connections to

all Citibank Credit Card members)

• HandSet Kiosk inside Mobilink Service Centre: a ‘hand-set Kiosk’ set up at Mobilink

service centre at Awami Markaz, Karachi. The kiosk was set up in collaboration with

Mobile Zone. It gave customers the added convenience of purchasing quality hand sets of

leading manufacturers such as Nokia, Samsung or Sony Ericson right from Mobilink

Service Centre. On every purchase the customers would get some free gifts to add more

value to their purchase.

Business Level Strategy

As their business level strategy it has focused on Differentiation strategy ever since it

started. Mobilink has always made successful attempts to distinguish their products or

services from other in the industry. They make their product unique through:

Advertising

Highly creative people in the marketing dept

Billboards, TV commercials, bringing in famous personalities from media to endorse

their packages

Distinctive Product Features

Value added services

Online billing

GPRS enabled

Mobilink also started 3 friend and family number with a charge of 2.25/min

still expensive as compared to AlWarid but giving incentive to subscriber there is an

additional cost of RS 25 to add friends and family number.

International roaming: Bilateral roaming agreements signed with 100

countries around the world to have true roaming service operational in 151 operators

of the world.

Exceptional Service

52



There are certain areas of Pakistan where PTCL connections are not available; the

PTCL cables have not reached yet, but Mobilink has its service in those areas.

Providing services in 413 cities

Best customer service in the cellular market: Biggest Call Center in Pakistan, which is

there to assist the customers 24 hours.

Only cellular service in Pakistan to provide coverage on the M2 motorway.

New Technology

Introduced GSM tech- bye to AMPS?

GPRS system – fast and inexpensive

MOBILINK GSM's Short Message Service Center allows Vehicle Tracking and Fleet

Management services that are being provided by Tracker (Pvt.) Ltd., under the brand

name of C-Track, a company licensed by Pakistan Telecom Authority (PTA). Tracker

currently operates from Karachi but can provide these facilities at all those locations

where GSM coverage is available.

Their differentiation strategy is usually targeted at people who are not particularly concerned

with price, so it can be quite profitable e.g. indigo and blackberry are relatively expansive

packages; blackberry is mainly targeted for the business class who can afford it. In this way,

the revenue generation remains high. Mobilink offers tariff plans that are exclusively

designed to cater to the communication needs of a diverse group of people, taking into

account occasional users to businessmen. To achieve this objective, mob offers both postpaid

(Indigo, relatively expensive) and the prepaid (JAZZ, relatively inexpensive) solutions to

their customers.

Low Cost Strategy

Mobilink does not follow a low cost strategy. Mobilink is a giant in Pakistani mobile industry

Tel. Since it first started its operations, it has been focusing its products on the upper strata of

the society. That is why its rates are higher than its competitors, Ufone, AlWarid, Telenor,

etc.

Functional Level Strategy

Human Resource Management

53



• Both low cost and differentiation strategy

• Because they hire highly skilled personnel, train them, develop innovative training

programs and have reward system to motivate the employees and in this way control

the turnover and absenteeism rate

• Mobilink has consistent policies and practices in training and developing staff and

involving them as ‘partners’ in the business rather than as functionaries whose roles

are restricted to obeying instructions.

Sales and Marketing

• Differentiation Advantage:

• Because they target the customer groups they offer tariff plans that are exclusively

designed to cater to the communication needs of a diverse group of people, taking

into account occasional users to businessmen. To achieve this objective, they offer both postpaid (Indigo) and the prepaid (JAZZ) solutions to their customers

• The marketing department immediately identifies and responds to the customer needs

• Comes up with interesting marketing strategies which include advertising,

R & D

• Differentiation Advantage

• They keep improving their existing products ( by adding new attractive features to

their products such as VAS’s, GPRS, WAP etc)

Analysis: Culture

In the past Mobilink was very tight lipped about its policies and SOP’s in the organization.

But at present Mobilink have developed a very open and a true corporate culture where

informal relationships are given much importance. There is much job satisfaction among the

employees, which is due to the measures taken by Mobilink. Company has developed a

loyalty for itself by showing more concern towards the needs of the employees. The

company has a true corporate and open culture where informal relationship is given much

importance. People are very open and interactive. They are honest and when there issomething that they cannot disclose they say so instead of beating about the bush. The job

satisfaction among the employees is apparent

CHAPTER 6

Conclusion and Recommendations

54



6.1 CONCLUSION

In light of my findings from a Eight weeks internship at Mobilink GSM some conclusions I

have drawn are as follows:

Mobilink GSM is the pioneer and one of the most successful

cellular companies of Pakistan.

It has a strong market presence and spends heavily on

advertising by introducing new innovative ideas to implement that match its

products.

The practices being followed especially the Marketing policies

are considerably in tune with the modern practices of today with a few exceptions.

There exists a trend of practices being more personality

dependent instead of being system dependent, which prevents the employees from

following the laid down procedures in fear of offending their superiors.

Fierce competition leads to innovation in industry and whencompetition does not base on the pricing as is the case with Mobilink then it

moves to the maintenance and improvement in quality of services and ultimately

on technology improvement.

Attention to some of the most important aspects in the business

like Risk Management is inadequate keeping in view the dynamic and rapidly

changing competitive environment that is continually bringing in new and strong

telecom companies to the front.

RECOMMENDATIONS

Mobilink follows a differentiation strategy. If it wants to grow in this market and rise

above its competitors, it should also follow low cost strategy through it can reach to

more people and comfortably increase its market share.

Mobilink has been fined twice by Pakistan telecommunication Authority over its bad

service. It must try and emphasize on providing better services to its customers

instead on concentrating only on expansion.

Mobilink should revise its distribution channel in Pakistan. Different package cardsare available at variable prices across the country. There is no consistency in process

across the country. It should devise some strategy to deal with this trouble.

Further it does not have any promotional offerings that would attract customers. For

example, in the previous year, Ufone offered free connections to the masses and

Telenor had offered SMS service within its Network in summer 2005. If such

55



measures were implemented, they would increase its brand name and add value to the

organization.

There still remain untapped geographical segments,

particularly in rural areas, which can create a significant market.

In saturated markets, if Mobilink GSM wants to avoid simply

competing on price, they will have to compete on superior service, innovative

features and ease-of-use.

Immediate focus is needed on the quality of service and

broader coverage is the ‘name of the game’.

Mobilink must continue to expand its network in areas where

there is less competition from Mobile sector.

The key to progress in cellular industry is strategic investment

in the network. The current trend of strategic alliances with service operators andcontent providers should be adopted.

The quality of service standards should be reviewed and

updated. Their implementation by service providers and franchises must be

monitored and enforced.

The franchises need up gradation; they need to be brought

inline with the Mobilink GSM standards across the country so that the customer

can feel no difference in service whichever Mobilink office he sets foot in.

The practices that can be identified with Mobilink GSM itself

should be made common in all the franchises to the extent possible. With new savvy competitors in the marketplace competing for

the same consumer dollar, Mobilink GSM should remain proactive or be in the

position to counteract with better strategies.

6.1.1 Recommendations for Sales department.

Sales department needs to focus more upon its Marketing and sales strategies

to obtain the maximum profit.

With the competitor on its heels, it needs to invest in the up gradation of its

facility and service to customers.

Employees should be provided with incentives that would motivate them and

reduce the high turnover rate.

The benefits packages are negligible and the Sales department can easily lose

its workforce to the competitors that offer attractive packages.

Job analysis should be conducted to ensure the right talent is employed and

put to work.

56



The hiring procedure should be transparent and a wider pool of applicants

should be considered with the help of advertising for vacancies that can help in

bringing in a wider set of talent.

The employees should be appraised regularly and awarded for better

performance to increase their level of motivation and commitment to work.

Rules should be established and employees should strictly adhere to the laid

down rules regarding regularity and punctuality.

They need to understand the various segments within the Jazz customer base and design

promotions around getting the best out of these groups of people. Based on this

understanding, they will design services for these customers and communicate them

accordingly.

We need to utilize the potential of the new markets i.e. new cities. All our communication yet

has been centered on the urban centers. With increased penetration in semi-rural markets, weneed to design specific messages and promotions for the new cities. At the current

segmentation levels fresh growth will need to be leveraged from specific segments. While

Jazz has been successful across the board, showing the power of a strong brand in a growing

market, it is likely that next year will see the competition bringing out products aimed

specifically at different segments. They would be helped in this direction by the fact that they

will have new systems in place which will allow them more flexibility in tailoring products

for specific needs. Telenor in particular, with its vast experience is likely to take this

approach. Given the dilemma of already low prices, couple with the opportunity of attacking

Mobilink on pricing, segmentation will be one way in which the competition can try to

maintain margins while offering low prices on some other packages. In terms of the segmentsthey are likely to target, the following are key contenders:

1. Small and Medium enterprise (SME): This is a major part of the Pakistan’s economy.

While it is already being served as part of the corporate sector, it is likely to get more

direct attention from the competition next year.

2. Women. With penetration in upper SECs reaching high levels, the key to growth will

be multiple connections per household. This makes targeting the female population –

specially the non-working population which forms the bulk and is under-represented

in cellular connection ownership

3. Students. Students, and lower age groups in general – are another niche where there is

great potential for incremental sales with pocket friendly packages positioned to

appeal to their needs

4. Lower Income classes: Most of the growth over next year is expected to be generated

from this demographic. These will be lower ARPU consumers, and will be very

sensitive to lower tariffs.

57



Notes

1. Orascom Telecom is a leading mobile telecommunications company operating in seven

emerging markets in the Middle East, Africa and South Asia having a population under

58



license of 460 million in total population with an average penetration of mobile telephony

rate across all markets of 8%.

2. Mobilink re-launched its postpaid services on the 11th of May, 2004 under the brand

name, Indigo; the brand was first launched by the name of Mobilink Star.

3. The current subscription break up is 80 percent prepaid and 20 percent postpaid.

4. It is only recently that Sialkot, with 800 industrial units, received attention of some

cellular phone companies.

5. ICRM is an Internet-based Customer Relation Management Software that is protected by

a Digital Certificate and SSL (Secure Socket Layer) Protocol.

6. Mobilink GSM employs about 3500 people directly and thousands indirectly through

franchises all over the country.

7. Projects include erecting Mobilink towers in new areas or adding more to area already

covered by the Mobilink GSM network, establishing call centers or business centers of

Mobilink GSM in new geographic regions.

8. The Mobilink GSM website URL for online recruitment ishttp://jobs.mobilinkgsm.com/mobilinkindex.php?

9. Personality tests are being contemplated for the senior positions that would help discover

the aptitude of the managers towards the job at hand.

10. Mobilink GSM also has associations with the world renowned university like Harvard as

an effort to invest in the executive development programs.

11. In the In-house recreational sports center, employees have been provided with all the

latest weight training equipment and heavy machines, swimming pools plus all the indoor

games facilities like snooker, table tennis etc.

59

http://jobs.mobilinkgsm.com/mobilinkindex.php

http://jobs.mobilinkgsm.com/mobilinkindex.php



References

J. Etzel, J. Walker, J. Stanton; Marketing 13th Edition. McGraw-Hill.

DeCenzo, D.A. & Robbins, S.P. (2004); Fundamentals of Human Resource Management . 8th

ed. John Wiley & Sons.

Ferrell, O.C. & Hirt, G. (2003), Business A Changing World. 4th ed. McGraw-Hill/Irwin:

McGraw Hill Companies, Inc.

Shahid Ali Khan. ([email protected]). November 11 2007 Re: Marketing

Information’s.

Interview with Manzoor Ahmed Khan Marketing Specialist Mobilink GSM, 13 November

2007.

Interview with Fawad-ud-din, S. Customer Relations Officers SALES, 18 December 2007.

Interview with Uzair; Sales coordinator 28 November 2008.

Mobilink GSM. (2006); Audit report 2003, 2004, 2005 and 2006 . Islamabad.

Mobilink GSM. (2006); About Mobilink, [Online] Available:

http://www.mobilinkgsm.com/about/index.php [cited December 2, 2007]

PTA (2007); Home-Pakistan Telecommunication Authority, [Online] Available:

http://www.pta.gov.pk/index.php?option=com_frontpage&Itemid=1 [cited December 2,

2007]

Robbins, S.P. (2003); Organizational Behavior . 10th ed. Singapore: Pearson Education, Inc.WIKIPEDIA. (2006); Mobilink – Wikipedia, the free encyclopedia, [Online] Available:

http://en.wikipedia.org/wiki/Mobilink [cited December 17, 2006]

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http://opt/scribd/conversion/tmp/scratch6138/%20http://www.mobilinkgsm.com/about/index.php


http://www.pta.gov.pk/index.php?option=com_frontpage&Itemid=1

http://www.wikipedia.org/





http://www.pta.gov.pk/index.php?option=com_frontpage&Itemid=1





Chapter 02 Annexure A

Market Shares of Mobile Companies in Pakistan



61



Chapter 02 Annexure B

Industry Trends – Mobile Sector



62

Industry Trends – Mobile Sector

0

5000

10000

15000

20000

25000

30000

35000

2000 2001 2002 2003 2004f 2005f 2006f 2007f

Numbe

r (000)

0

5

10

15

20

25

(%

)

No of Cellular Mobile Phone

Subscribers (000)

No of Mobile Phone Subscribers/100

Inhabitants



Chapter 02 Annexure C

Cellular Subscribers Growth

Cellular Subscribers Growth

265,614

742,606

1,698,536

2,404,400

6,556,942

306,493

15.4

35.5

142.3

128.7

41.6

172.7

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

1999

2000

2001

2002

2003

'Sep-04

Number of Subscribers

0.0

20.0

40.0

60.0

80.0

100.0

120.0

140.0

160.0

180.0

200.0

Gro

wth

Cellular Sub

Growth



63



64



65



66



67

complet final report of mobilink alamgeer

Documents